effective public relations - pearson ukcatalogue.pearsoned.co.uk/preface/0130082007.pdf ·...

EFFECTIVE PUBLIC

RELATIONS

UPPER SADDLE RIVER, NEW JERSEY 07458

9TH EDITION

SCOTT M. CUTLIP, APR, PRSA FELLOWDean Emeritus

Henry W. Grady College of Journalism and Mass CommunicationThe University of Georgia

ALLEN H. CENTER, APR, PRSA FELLOWDistinguished Resident Lecturer

San Diego State UniversityVice President of Public Relations (retired)

Motorola, Inc.

GLEN M. BROOM, PH.D.Professor, School of Communication

San Diego State UniversityAdjunct Professor, Queensland University of Technology

Brisbane, Australia

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Library of Congress Cataloging-in-Publication DataCutlip, Scott M.

Effective public relations / Scott M. Cutlip, Allen H. Center, Glen M. Broom.— 9th ed.p. cm.Includes bibliographical references and index.ISBN 0-13-008200-7 (alk. paper)1. Public relations. I. Center, Allen H. II. Broom, Glen M. III. Title.HM1221.C88 2006659.2—dc22

2005016701

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In memory

Of

Scott M. Cutlip

(1915–2000)

In memory of one of the pathfinders who gave the

emerging profession of public relations both

its intellectual foundation and its moral compass.

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BRIEF CONTENTS

PART 1 CONCEPT, PRACTITIONERS, CONTEXT, AND ORIGINS . . . . . . . 1

Chapter 1 Introduction to Contemporary Public Relations . . . . . . . 1

Chapter 2 Practitioners of Public Relations . . . . . . . . . . . . . . . . . . . 29

Chapter 3 Organizational Settings . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

Chapter 4 Historical Origins . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

PART 2 FOUNDATIONS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118

Chapter 5 Ethics and Professionalism . . . . . . . . . . . . . . . . . . . . . . . 118

Chapter 6 Legal Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147

Chapter 7 Theoretical Underpinnings: Adjustment and Adaptation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174

Chapter 8 Communication and Public Opinion . . . . . . . . . . . . . . . 195

Chapter 9 Internal Relations and Employee Communication . . . 222

Chapter 10 External Media and Media Relations . . . . . . . . . . . . . . 251

PART 3 MANAGEMENT PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281

Chapter 11 Step One: Defining Public Relations Problems . . . . . . 281

Chapter 12 Step Two: Planning and Programming. . . . . . . . . . . . . . 308

Chapter 13 Step Three: Taking Action and Communicating. . . . . . 338

Chapter 14 Step Four: Evaluating the Program . . . . . . . . . . . . . . . . 361

PART 4 THE PRACTICE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 386

Chapter 15 Business and Industry Public Relations . . . . . . . . . . . . 386

Chapter 16 Government and Public Affairs . . . . . . . . . . . . . . . . . . . 410

Chapter 17 Nonprofits, Trade Associations, and Nongovernmental Organizations . . . . . . . . . . . . . . . . . . 443

iv

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v

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv

PART 1 CONCEPT, PRACTITIONERS, CONTEXT, AND ORIGINS . . . . . . 1

Chapter 1 Introduction to Contemporary Public Relations . . . . . . . . . . . . . 1Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Evolution of the Concept . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Defining the Concept in Practice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Public Relations Defined . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5Confusion with Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Parts of the Function. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Internal Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Publicity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Advertising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Press Agentry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14Public Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Lobbying . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Issues Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Investor Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Confusion of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Toward Recognition and Maturity . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26Additional Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

Chapter 2 Practitioners of Public Relations . . . . . . . . . . . . . . . . . . . . . . . . 29Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Number and Distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Where They Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30The New Majority: Women . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Education and Preparation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32Salaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Work Assignments. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34Roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Communication Technician . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Expert Prescriber . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Communication Facilitator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Problem-Solving Facilitator. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

CONTENTS

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What Roles Research Tells Us. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Technicians Versus Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42Environmental Influences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Scanning and Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

The Glass Ceiling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Minorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45Professionalism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45Requirements for Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50Additional Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

Chapter 3 Organizational Settings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53Origins within Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Establishing a Public Relations Department . . . . . . . . . . . . . . . . 55Retaining Outside Counsel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

Public Relations Starts with Top Management . . . . . . . . . . . . . . . . . 56Staff Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58Role in Decision Making . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59The Internal Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61

The Department’s Advantages. . . . . . . . . . . . . . . . . . . . . . . . . . . . 62The Department’s Disadvantages . . . . . . . . . . . . . . . . . . . . . . . . . 63Titles and Reporting Relationships . . . . . . . . . . . . . . . . . . . . . . . . 64Determinants of Excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66

Working with Other Departments . . . . . . . . . . . . . . . . . . . . . . . . . . . 67Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67Legal Counsel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68Human Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

The Outside Counseling Firm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70Public Relations Firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70Advertising Agency Ownership. . . . . . . . . . . . . . . . . . . . . . . . . . . 72Specialization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73Reasons for Retaining Outside Counsel . . . . . . . . . . . . . . . . . . . . 75Client–Firm Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75Counselors’ Advantages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78Counselors’ Handicaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79Counseling Firm Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

New Approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83Additional Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85

Chapter 4 Historical Origins . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87Ancient Genesis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88American Beginnings: Born in Adversity and Change. . . . . . . . . . . 88

Before the Revolution. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88Independence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Growth and Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91Press Agentry Origins. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92

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Business Practices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93First Corporate Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

Evolution to Maturity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94Seedbed Era: 1900–1916 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

Early Firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96Early Pioneers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 98Growth in Other Areas. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101

World War I Period: 1917–1918 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101Booming Twenties Era: 1919–1929 . . . . . . . . . . . . . . . . . . . . . . . . . . 103Roosevelt Era and World War II: 1930–1945 . . . . . . . . . . . . . . . . . . 106Postwar Boom: 1946–1964 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108Period of Protest and Empowerment (1965–1985) . . . . . . . . . . . . . 110Digital Age and Globalization (1965–Present) . . . . . . . . . . . . . . . . 113Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113Additional Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117

PART 2 FOUNDATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118

Chapter 5 Ethics and Professionalism . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118Philosophical Foundations of Ethics . . . . . . . . . . . . . . . . . . . . . . . . . 119

Utilitarian Philosophy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120Deontological Philosophy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120Benefits of Deontology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121

Ethical Foundations of Professionalism . . . . . . . . . . . . . . . . . . . . . . 122Professional Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122The Imperative of Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123Professional Privilege. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123Social Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124

Criteria of a Profession . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125Professional Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126

Degree Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126Continuing Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127

Research and the Body of Knowledge . . . . . . . . . . . . . . . . . . . . . . . 127Support for Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128The Literature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 128

Licensing and Accreditation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129Legal Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 130Accreditation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131

Professional Organizations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132International Professional Organizations . . . . . . . . . . . . . . . . . 132National Professional Organizations . . . . . . . . . . . . . . . . . . . . . 134Specialized, Regional, and Local Associations . . . . . . . . . . . . . 135Student Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137

Codes of Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138Winning Acceptance and Stature . . . . . . . . . . . . . . . . . . . . . . . . . . . 141Toward a Promising Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143Additional Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146

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Chapter 6 Legal Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147What Is Law? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148Public Relations and the First Amendment . . . . . . . . . . . . . . . . . . . 150Public Relations Access to Mass Media . . . . . . . . . . . . . . . . . . . . . . 151

Print Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151Broadcast Media. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151Cable Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152The Internet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152

Access to Government Information and Meetings . . . . . . . . . . . . . 153Corporate Political Expression . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154Lobbying. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155Labor Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158

Representative Elections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158Collective Bargaining . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158

Regulation of Publicly Owned Companies . . . . . . . . . . . . . . . . . . . 159Copyright and Trademark Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161

Copyright. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161Trademarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163

Tort Law: Libel and Privacy Invasion . . . . . . . . . . . . . . . . . . . . . . . . 164Libel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164Privacy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167

Other Legal Issues. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168Litigation Public Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168Contract Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168

Postscript . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169Additional Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173

Chapter 7 THEORETICAL UNDERPINNINGS: Adjustment and Adaptation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174The Ecological Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175Tracking the Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176A Systems Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176

Environmental Change Pressures . . . . . . . . . . . . . . . . . . . . . . . . 178Subsystems and Suprasystems . . . . . . . . . . . . . . . . . . . . . . . . . . . 179Organizations as Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180

Open and Closed Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181Cybernetics in Open Systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183Open Systems Model of Public Relations . . . . . . . . . . . . . . . . . . . . 187Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 191Additional Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193

Chapter 8 Communication and Public Opinion . . . . . . . . . . . . . . . . . . . . 195Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195The Battle for Attention. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196Dissemination Versus Communication. . . . . . . . . . . . . . . . . . . . . . . 197

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Elements of the Communication Model . . . . . . . . . . . . . . . . . . . . . 198The Sender. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198The Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199The Medium or Channel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 200The Receivers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201Context of the Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201The Social Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 202

Communication Effects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203Creating Perceptions of the World around Us . . . . . . . . . . . . . . 203Setting the Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204Diffusing Information and Innovation. . . . . . . . . . . . . . . . . . . . 205Defining Social Support. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205

Publics and Their Opinions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206Definition of Public Opinion . . . . . . . . . . . . . . . . . . . . . . . . . . . 207Publics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209

Individual Orientations and Coorientation . . . . . . . . . . . . . . . . . . . 211Orientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 211Coorientation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212Coorientational Consensus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213Coorientational Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . 215

Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217Additional Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 220

Chapter 9 Internal Relations and Employee Communication . . . . . . . . . 222Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222Importance of Internal Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . 223Organizational Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225

Culture and Power . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 227Dominant Coalition’s Impact on Public Relations . . . . . . . . . . 227Worldview and Organizational Culture . . . . . . . . . . . . . . . . . . . 228

Internal Relations Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230Safety and Compliance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231Labor Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231Organizational Change: Mergers, Acquisitions,and Layoffs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 232

Communicating Internally . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234Vision Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 234Mission Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235Policy Documents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235Training Materials. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236

Internal Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237Employee Publications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237Newsletters. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239Letters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239Inserts and Enclosures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 241Published Speeches, Position Papers, and “Backgrounders” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 241Bulletin Boards and Electronic Notices . . . . . . . . . . . . . . . . . . . 242

Face-to-Face Communication and the “Grapevine” . . . . . . . . . . . . 243Hotlines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243

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Meetings and Teleconferences . . . . . . . . . . . . . . . . . . . . . . . . . . . 244Video and Film Presentations . . . . . . . . . . . . . . . . . . . . . . . . . . . 245Displays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 247


Chapter 10 External Media and Media Relations . . . . . . . . . . . . . . . . . . . . 251Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251New Media, New Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 252Traditional Media, New Uses. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 254

Newspapers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 255Wire Services and News Syndicates . . . . . . . . . . . . . . . . . . . . . . 257Magazines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260Radio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 261Television. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 263Cable and Satellite Television . . . . . . . . . . . . . . . . . . . . . . . . . . . 266

Working with the Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 266The Person in the Middle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 268Guidelines for Good Media Relations . . . . . . . . . . . . . . . . . . . . 270Guidelines for Working with the Press . . . . . . . . . . . . . . . . . . . . 273


PART 3 MANAGEMENT PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . 281

Chapter 11 Step One: Defining Public Relations Problems . . . . . . . . . . . . 281Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281Management Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282Role of Research in Strategic Planning . . . . . . . . . . . . . . . . . . . . . . 284Research Attitude . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 284Listening as Systematic Research . . . . . . . . . . . . . . . . . . . . . . . . . . . 285Defining Public Relations Problems . . . . . . . . . . . . . . . . . . . . . . . . . 287

Problem Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 287Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 288

Research Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292Informal or “Exploratory” Methods . . . . . . . . . . . . . . . . . . . . . . . . . 293

Personal Contacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293Key Informants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 294Focus Groups and Community Forums . . . . . . . . . . . . . . . . . . . 294Advisory Committees and Boards . . . . . . . . . . . . . . . . . . . . . . . 295Ombudsman or Ombuds Officer . . . . . . . . . . . . . . . . . . . . . . . . 296Call-In Telephone Lines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 297Mail Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 298Online Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 298Field Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 299

Formal Methods. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 299Secondary Analysis and Online Databases . . . . . . . . . . . . . . . . 301

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Content Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 302Surveys. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 302


Chapter 12 Step Two: Planning and Programming. . . . . . . . . . . . . . . . . . . 308Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 308Strategic Thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 309

Public Relations as Part of Strategic Thinking. . . . . . . . . . . . . . 309Management Expectations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 310

Strategic Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312Mission Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 313Management by Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 314Strategy and Tactics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 315Reasons for Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 316

Writing the Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317Program Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 317Role of Working Theory. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 318Defining Target Publics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 321Writing Program Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . 323

Planning for Program Implementation. . . . . . . . . . . . . . . . . . . . . . . 325Writing Planning Scenarios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 325Anticipating Disasters and Crises . . . . . . . . . . . . . . . . . . . . . . . . 326Establishing an Information Center . . . . . . . . . . . . . . . . . . . . . . 329Budgeting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 331Pretesting Program Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . 332Selling the Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 334


Chapter 13 Step Three: Taking Action and Communicating . . . . . . . . . . . 338Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 338Action and Communication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 338The Action Component of Strategy . . . . . . . . . . . . . . . . . . . . . . . . . 339

Acting Responsively and Responsibly . . . . . . . . . . . . . . . . . . . . 339Coordinating Action and Communication. . . . . . . . . . . . . . . . . 340Action as an Open Systems Response . . . . . . . . . . . . . . . . . . . . 342

Communication Component of Strategy . . . . . . . . . . . . . . . . . . . . . 344Framing the Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 344Semantics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 348Symbols . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 349Barriers and Stereotypes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 351Putting It All Together in a Campaign . . . . . . . . . . . . . . . . . . . . 353Disseminating the Message . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 354Reconsidering the Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 356

Implementing the Strategy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 357Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 358Additional Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 360

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Chapter 14 Step Four: Evaluating the Program. . . . . . . . . . . . . . . . . . . . . . 361Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 361The Push for Measurable Results . . . . . . . . . . . . . . . . . . . . . . . . . . . 362Evaluation Research Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 364Levels of Program Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 367

Preparation Criteria and Methods . . . . . . . . . . . . . . . . . . . . . . . 368Implementation Criteria and Methods . . . . . . . . . . . . . . . . . . . . 371Impact Criteria and Methods. . . . . . . . . . . . . . . . . . . . . . . . . . . . 376

Interpreting and Using Results of Evaluation . . . . . . . . . . . . . . . . . 381Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 383Additional Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 385

PART 4 THE PRACTICE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 386

Chapter 15 Business and Industry Public Relations. . . . . . . . . . . . . . . . . . 386Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 386The Profit Motive . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 387Public Relations in Corporate Organizations . . . . . . . . . . . . . . . . . 388Corporate Social Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . 390Corporate Philanthropy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 396Corporate Financial Relations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 397Business Misconduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 398Remedies for Corporate Misbehavior . . . . . . . . . . . . . . . . . . . . . . . 403Restoring Public Trust. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 404Terrorism and Corporate Security. . . . . . . . . . . . . . . . . . . . . . . . . . . 404Globalization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 406Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 407Additional Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 409

Chapter 16 Government and Public Affairs . . . . . . . . . . . . . . . . . . . . . . . . . 410Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 410The Goals of Public Affairs in Government . . . . . . . . . . . . . . . . . . 411Informing Constituents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 412

U.S. Department of State . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 413International Broadcasting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 414

Ensuring Active Cooperation in Government Programs. . . . . . . . 415Fostering Citizen Support. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 416

Public Participation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417Public Opinion Surveys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 418

Serving as the Public’s Advocate. . . . . . . . . . . . . . . . . . . . . . . . . . . . 419Electronic Government and Citizen Participation . . . . . . . . . . . . . 420Managing Information Internally . . . . . . . . . . . . . . . . . . . . . . . . . . . 421Facilitating Media Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 421Building Community and Nation . . . . . . . . . . . . . . . . . . . . . . . . . . . 422

U.S. Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 422Other Nations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 423

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Barriers to Effective Government Public Affairs . . . . . . . . . . . . . . 424Questionable Credibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 424Public Apathy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 425Legislative Hostility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 426

Government–Media Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 429Media Access to Government . . . . . . . . . . . . . . . . . . . . . . . . . . . 429Government Dependence on Media . . . . . . . . . . . . . . . . . . . . . . 430Media Reporting of Government . . . . . . . . . . . . . . . . . . . . . . . . 432

Military Public Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 434Government as Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 435Public Affairs in Politics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 437Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 438Additional Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 442

Chapter 17 Nonprofits, Trade Associations, and Nongovernmental Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 443Study Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 443The Third Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 444

Defining Nonprofit Organizations . . . . . . . . . . . . . . . . . . . . . . . 444Volunteerism and Philanthropy. . . . . . . . . . . . . . . . . . . . . . . . . . 445Changing Climate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 445

Role of Public Relations in Nonprofit Organizations. . . . . . . . . . . 449Foundations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 451Social Service Agencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 451Health Care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 453

Health Care in Crisis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 453Health-Care Public Relations and Marketing . . . . . . . . . . . . . . 454Role of the News Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 455

Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 457Accountability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 457Public Relations for Public Schools . . . . . . . . . . . . . . . . . . . . . . 457Higher Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 459College Presidents’ Public Relations Role . . . . . . . . . . . . . . . . . 461

Churches and Other Nonprofit Organizations . . . . . . . . . . . . . . . . 461Associations and Societies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 463

Types of Associations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 463The Problem of Serving Many Masters . . . . . . . . . . . . . . . . . . . 465Growing Importance of Public Relations . . . . . . . . . . . . . . . . . 465The Nature of Programming . . . . . . . . . . . . . . . . . . . . . . . . . . . . 467

Labor Unions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 467The Role of Public Relations. . . . . . . . . . . . . . . . . . . . . . . . . . . . 469The Problem of Strikes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 469The Challenge for Labor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 471


Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 476

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Effective Public Relations (EPR) has earned a legacy matched by few books in anyfield. Since the first edition was published in 1952, Scott M. Cutlip and Allen H.Center have played leading roles in advancing public relations toward professionalstatus.This ninth edition continues almost six decades of defining public relations asa profession, schooling its practitioners, and serving as a reference for those in thecalling worldwide.

CUTLIP AND CENTER

For many of those years EPR has been viewed as “the bible of public relations,”often referred to as simply “Cutlip and Center.” “After all,” as one long-time coun-selor and consultant said, “it was Cutlip and Center, as much as anyone, who gavethose of us who strayed or wandered into the profession from journalism and otherprofessional pursuits, a sense of substance and legitimacy about practicing ouradopted craft.”1

Many of their ideas and ambitions in the first edition still serve as beacons lead-ing public relations practice and study. The role and function of EPR has changedhowever. No longer can it serve as the comprehensive encyclopedia of public rela-tions—the body of knowledge has outgrown the bounds of a single book. No longeris it the only credible academic textbook or professional reference. Public relationseducation and professional preparation have progressed beyond the limits of a sin-gle book or course. All the same, EPR is the basic reference for the field worldwide.It is the book used by those preparing for accreditation exams, it is the book mostfrequently cited in public relations literature, and it has been translated for study inChinese, Italian, Korean, Latvian, Russian, and Spanish.As one reviewer said,“‘Cut-lip, Center, and Broom’ …[is] the standard against which all basic public relationstextbooks are measured.”2

CONTENTS

What will you learn from the ninth edition of EPR? First, you will learn basic con-cepts necessary to understand what public relations is and how it is practiced in var-ious settings. Second, you will learn the concepts, theory, principles, and processesthat guide the practice. (Other public relations books and courses cover writingtechniques and case studies.) Third, you will learn updated information and exam-ples to help you understand contemporary public relations practice. To help facili-tate this learning process, each chapter begins with a study guide that outlines spe-cific learning objectives to help you study and master the material.

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Scott M. Cutlip

Allen H. Center

PREFACE

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This ninth edition is divided into four parts. Part I describes the field and definesbasic concepts; it also describes what practitioners do and where they work, andidentifies historical leaders and traces the origins of current practice. Part II intro-duces the principles and theory that underpin and guide the practice, including theprofessional, ethical, legal, and internal and external contexts, and media and mediarelations. Within a systems theory framework, chapters also present communicationand public opinion theory essential to understanding the function of public rela-tions. Part III applies theory to practice by detailing the “four-step public relationsprocess.” Four chapters outline the strategic planning steps necessary for managingpublic relations programs. Part IV gives context to the practice by illustrating whatpublic relations does and how it functions in business and industry; government, mil-itary, and politics; nonprofit organizations, trade associations and professional soci-eties, and other nongovernmental organizations.

In short, the book covers much about the theory and practice of public rela-tions. EPR does not trivialize public relations by presenting brief, oversimplifiedcase studies. Rather, EPR gives you a foundation for subsequent courses and booksdevoted to implementing public relations programs and developing program tactics.You should be wary of how-I-saved-the-day books that claim to show how to suc-ceed in public relations without first providing a foundation based on the body ofknowledge.

CONTRIBUTORS

This ninth edition contains new data, ideas, examples, and contributions from manypeople who influenced both the substance and style of what you are about to read.More colleagues than I can name here provided valuable reactions and useful sug-gestions on drafts of chapters. They will recognize how their feedback changed andimproved the book. Others either responded to my requests for help or throughtheir own publications made significant contributions to this edition. At the risk ofoffending those not named, the following deserve special mention: James E. Grunig,Ph.D., University of Maryland, College Park, and his colleagues in the IABC Foun-dation’s Excellence Project; Ray E. Hiebert, Ph.D., University of Maryland, CollegePark, the long-time editor of the field’s first scholarly journal, Public RelationsReview; Elizabeth L. Toth, Ph.D., APR, then of Syracuse University, now at the Uni-versity of Maryland; and Linda Childers Hon, Ph.D., University of Florida, the twomost recent editors of the scholarly Journal of Public Relations Research, whichrecords the body of knowledge that serves as a foundation for this and other books.Among colleagues also deserving credit here are the many authors of other text-books who keep raising the standards of excellence in books serving our commoninterest in public relations.

Former and current students form a pipeline of new information and examples,for which I am grateful and in their debt. MaryLee Sachs, Chairman, Hill & Knowl-ton USA, New York, heads that list. Others include Vicki Hoffman Beck, Direc-tor–Hollywood, Health & Society, USC Annenberg Norman Lear Center, BeverlyHills, California; Marilyn Kern-Foxworth, Ph.D., APR, President, Kern FoxworthInternational, LLC, Silver Spring, Maryland; Suman Lee, Ph.D., Assistant Professor,Iowa State University; Tom Magnetta, Assistant Account Executive, 21PR, SantaMonica, California; and Rear Admiral Terry L. McCreary, Chief of Information,

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U.S. Navy, Washington, D.C. In addition, students in my classes suggested changesthat made their way into the ninth edition. I want to thank them all and hope thatyou will be as generous with your feedback and suggestions.

Likewise, I cannot list all the colleagues in education and the practice who con-tributed to this edition. I pretested many of the ideas on them in presentations, indiscussions or debates, and over extended lunches and dinners. Several respondedto my requests for help or served unwittingly as helpful critics. You cannot write abook like this without the support, suggestions, and critical analysis of such friendsand colleagues. That long list includes Francisco J. Agraz, J.D., Public Affairs Spe-cialist, Federal Bureau of Investigation, Houston; Ming Anxiang, Professor andDirector, Institute of Journalism and Communication, Beijing, China; JamesEverett, Ph.D., Associate Professor, Queensland University of Technology, Bris-bane, Australia; Melissa Koski, Specialist, Fleishman Hillard, St. Louis; Robert Mas-ters, FPRIA, Director, Robert Masters & Associates Pty Ltd., Melbourne; Jim R.Macnamara, FPRIA, CEO, CARMA International, Chippendale, NSW, Australia;David B. McKinney, APR, ABC, Public Affairs Manager, Shell Chemical Company,Deer Park, Texas; Kerry Tucker, Chairman and CEO, Nuffer, Smith, Tucker, SanDiego; Kenn Ulrich, APR, Fellow, Instructor, San Diego State University.

Six colleagues made major contributions to the ninth edition: Shannon A.Bowen, Ph.D., University of Houston, collaborated on the new Chapter 9 (InternalRelations and Employee Communication), and contributed to Chapters 2, 3, 5 and8; George D. Lennon, USDA Forest Service, Washington, D.C., collaborated onupdating Chapter 16 (Government and Public Affairs); Richard K. Long, BrighamYoung University, collaborated on the new Chapter 15 (Business and Industry Pub-lic Relations); Jim F. McBride, McBride Group and San Diego State Universityinstructor, collaborated on the updated Chapter 17 (Nonprofits, Trade Associations,and Nongovernmental Organizations); Barbara K. Petersen, Ph.D., University ofSouth Florida, collaborated on the new Chapter 6 (Legal Considerations); and Bey-Ling Sha, Ph.D., San Diego State University, helped update Chapters 11 through 14on the management process.

Prentice Hall editors provided able assistance and firm direction in getting the ninth edition produced: Deirdre Cavanaugh Anderson, Executive Editor–Communication, replaced previous editor, Bruce Kaplan. Bruce had patiently guidedthe book through the early phases, providing support and guidance on how to take thebook into the twenty-first century. Deirdre, however, assumed the task of moving theconcept to reality. In the final stages, Craig Campanella, Executive Editor–English,ably filled in for Deirdre during her maternity leave. In spite of their seeminglyunrelenting pressure to meet what often seemed like unrealistic deadlines (I dohave a day job!), I am grateful to all three for their support and encouragement.

Katie Ostler, Editorial Project Manager, and copy editor Karen Slaght, atSchawk, Inc., turned the many thousands of words into the pages you will read. Iappreciate their help in producing the ninth edition…and relieve them of anyresponsibility for typos and wording problems created by yours truly.

I am also grateful for the love and support of my wife, Betty, a professor of nurs-ing with a demanding schedule teaching students how to help families bring healthybabies into the world. She has been my attentive audience as I talked through ideason the pages that follow, my proofreader and reviewer of my attempts to put thoseideas on paper, and my constant role model for staying on task.

All of these people and others played important roles in producing this ninthedition, but you are the most important person. This book is for you. It introduces

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you to the challenging and rewarding calling of building organization–public rela-tionships in an era of instantaneous global communication. I hope the pages thatfollow help you achieve success and satisfaction in your public relations career.

Glen M. Broom

POSTSCRIPT

Unfortunately, some important colleagues will not see the fruits of their effort inthis edition. First, senior coauthor Scott M. Cutlip died shortly after the eighth edi-tion was published. Much has been written about this dean of public relations edu-cation and his many contributions to our field.3 His contributions in this book andhis scholarly research made public relations an area of academic study on universitycampuses, and earned him the Association for Education in Journalism and MassCommunication’s highest honor, the Paul J. Deutschmann Award for Excellence inResearch. He was awarded the Public Relations Society of America’s first Out-standing Educator Award in 1970 and was the third person inducted into the ArthurW. Page Society’s Hall of Fame in 1987. It is not a stretch to say that Scott Cutlip wasthe father of public relations education—worldwide.

In March 2003, the field lost one of its most energetic leaders—William C.Adams, APR, Fellow, Associate Professor, Florida International University. He col-laborated on writing the business and industry chapter for both the seventh andeighth editions. He drew on his 25 years of corporate practice at Amoco and PhillipsPetroleum to build a 13-year teaching career that inspired students to pursue excel-lence in public relations. Of course, he was their best role model.

To fill the void for expertise in preparing the corporate practice (Chapter 15), Iturned to Richard K. Long, Professor, Brigham Young University. He had spent 30years in executive positions in corporate public relations—at Dow Chemical Com-pany (24 years) and Weyerhaeuser Company (6 years)—before joining the facultyat BYU. He published frequently in professional publications and, like ProfessorAdams, cared deeply for his students and their success in public relations. He pro-vided me assistance far beyond Chapter 15, with his counsel, editing, and enthusias-tic support. He died in January 2005 at age 60. (See Chapter 15 and Exhibit 16.2 inChapter 16.)

I surely wish you could have known them, but I am pleased to know that youwill learn from them in the pages that follow.

NOTES

1 Stephen H. Baer, Fellow, PRSA, writing in a book review published in Public RelationsReview, Vol. 18, No. 4 (Winter 1992), 392.

2 Donald K. Wright, “Review of Public Relations Literature: Basic Textbooks,” Public Rela-tions Review 22, no. 4 (Winter, 1996): 380.

3 For a summary of Scott Cutlip’s career achievements and contributions, see the special edi-tion of Public Relations Review (Volume 17, no. 4 [Winter 1991]: 331–412), featuring articlesfor the Paul J. Deutschmann Award for Excellence in Research presentation.

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