How PR and strategic communications relate. The role of strategic communications management in the modern world. Building stakeholder trust as a goal of communication management in different types of organizations

Trust in the field of "public relations" and alternative names

Decision making, leadership style and role playing

Influence of communications departments

Communications ROI

Strategic issues and trust

Development of disciplines and creation of communication channels

Social media: governance, skills, and action

Skill Needs Forecast and Training

Wage

Sources of

General characteristics of the study

Methodology

Study structure and questions

Participant demographics

Distribution by country and geography

Personal data of respondents

Organizational culture: different types in the sample

Countries and regions represented in the study

The development of professional communication is hampered by the negative image of the public relations sector in many European countries

The negative perception of PR in the media largely determines the lack of respect for this field of activity.

Negative image of PR in the media: the problem is most relevant in the UK and Poland, less relevant in Belgium, Sweden and Italy

in most countries

Consultants are more critical of public relations than communications professionals

Negative perceptions of public relations in different types of organizations (details)

The concept of "public relations" is now considered inappropriate for the corresponding profession (in comparison with other concepts)

Commercial organizations prefer the term "corporate communications", non-profit and government organizations - "strategic communications"

The characteristics and names of this field of activity are assessed differently in different countries (example: UK and Germany)

Practitioners who are skeptical about the concept of "public relations" have a negative attitude to the concept of "integrated communications"

Influence of official professional qualifications on attitudes towards alternative names and the reputation of PR

Explanation

Decision-making: most professionals use a rational approach and best practices, only a few are willing to take risks

European experts use different approaches to decision-making compared to their counterparts from the United States

Approaches to decision making in European regions

Decision-making approaches in organizations of different types

Types of decision making in European countries

Management style: involving team members in decision-making is the prevailing approach in the work of communications professionals

Management style in different types of organizations

Organizational culture and management style are interdependent

Strategic contribution: most communications professionals strive to achieve common goals, and an increasing number of those trying to articulate those goals

Professional roles: Most practitioners act as strategic coordinators or operational assistants

Actors in all professional roles make decisions rationally; operations assistants are risk averse and guided by best practices

Distribution of professional roles in the regions of Europe

Explanation

Formal authority of the communications unit: In most organizations, communications leaders have a wide range of responsibilities

Reporting lines and hierarchy: most communications leaders report directly to the executive

Reporting lines and responsibilities are interconnected

Responsibility levels vary considerably across Europe.

Communications leaders in Sweden, the Netherlands and the UK have a wide range of responsibilities

In government organizations, one in ten communications chiefs are solely responsible for press relations

Reporting lines differ slightly in different types of organizations

In the Nordic countries, one in four communications chiefs sits on the board of directors

In Germany and France, communications leaders are less likely to sit on the board

If the communications leader has a wide range of responsibilities, then he or she prefers an inclusive management style.

If the chief communications officer sits on the board of directors or reports directly to the executive director, then he is more likely to use an inclusive leadership style.

The horizontal influence of communication departments is quite low; only a small part of them contribute to the creation of financial and intangible assets

Foreseeing the development of the situation and preventing conflicts strengthens the position of the communications department within the company

The horizontal influence of the communications department is the stronger, the wider the circle of responsibility of its head

Influence of communications professionals in Europe: three out of four are trusted advisors to management and are involved in planning

In recent years, the advisory and executive role of communication professionals has increased

The influence of the communications department is consistent with the official position and authority of the communications manager

Collaboration with other departments in different types of organizations

Explanation

Almost every second specialist uses the term "return on investment" when planning and assessing the effectiveness of communications.

The term "return on investment" is often used in Spain, the UK and Sweden; only 3 out of 10 communications professionals use it in Germany, Norway and Slovenia

Communications professionals in Southern Europe use the term ROI, which is also well known in Western Europe.

The term ROI is more commonly used by practitioners in commercial organizations and agencies

Interaction of the communications department with other departments of the organization

Representatives of communications agencies and consulting firms more often and more accurately use the term "return on investment"

Explanation

Strategic issues of communications management until 2014

Brief description of the most important problems

The Importance of Strategic Issues Compared to Previous Research Findings

Trust: The main efforts of practitioners are aimed at increasing the trust in organizations and brands on the part of stakeholders; other goals are less important

Building stakeholder trust as a goal of communication management in different types of organizations

Gaining the trust of stakeholders in different regions of Europe

Explanation

The most important disciplines in communication management

The role of corporate and internal communications is growing steadily, while marketing is gradually losing ground

Corporate social responsibility, internal communications, international communications and personal coaching will strengthen the position

Comparison with the results of previous studies has shown that specialists tend to overestimate the growth in the importance of disciplines

Channels and tools: online communication and interpersonal communication will take the lead in the next 3 years

Expected ways of development of communication channels

The influence of online channels and tools is constantly growing, and the role of relationships with print media is decreasing.

Longitudinal analysis shows that professionals overestimate the changing role of different communication channels

Determining the value of communication tools in various organizations

Explanation

Most communications departments still lack the structures that govern interactions with social media.

The main areas of interaction with social media and monitoring tools developed more actively than expected

Sweden and UK Lead in Implementing Social Media Engagement Guidelines

Government agencies lag behind in social media management

Social Media Skills and Awareness: Communication managers acknowledge very modest ability

Personal use of social media develops skills; however, the link between these abilities and business skills is weak

Online communication and social media activity: the importance of this area has grown steadily over the past five years

Channels of interaction with social media: online communities dominate; podcasts, wikis and weblogs are losing ground

Communications Professionals Expect Significant Rise in the Importance of All Social Media

Personal use of social media: 18% of communications professionals are inactive

The older the respondents, the less actively they use social media for personal purposes

The most actively used social media for personal purposes are specialists from non-profit organizations

Personal use of social media differs significantly by region of Europe

Personal use of social media in European countries

Explanation

Forecast of the role of different areas of knowledge and skills for communications professionals over the next five years

Training programs offered by organizations today

Today there is a large gap between qualification needs and learning opportunities offered

Skill Needs for Different Types of Organizations (1)

Skills Needs for Different Types of Organizations (2)

Training programs offered in different types of organizations (1)

Training programs offered in different types of organizations (2)

Skill Needs in Europe Regions (1)

Skill Needs in Europe Regions (2)

Study programs offered in the regions of Europe (1)

Study programs offered in the regions of Europe (2)

Explanation

Annual salary of communications professionals in Europe

Changes in salary: more and more professionals fall into the group of high-paid employees, but the number of low-income groups is also growing

Annual salary of leading communications specialists in the regions (heads of communications departments, executive heads of agencies)

Most professionals in Eastern and Southern Europe earn less than 40,000 euros per year

Annual salaries for communications professionals by gender

Explanation

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Objectives and focus:

identify trends in communications management;
analyze changes in the relevant professional field in Europe;
explore specific issues: decision making, authority, trust, social media skills, return on investment in communications, skill needs, salary and public relations image, and alternative names for the industry;
to identify changes in the field of communication management in different organizations, countries and regions.

Target group

Communication managers and public relations specialists working in various organizations and consulting agencies in Europe.

Research and sampling method

Online survey in English, March 2011 (4 weeks).
A 20-section questionnaire based on hypotheses and methodologies drawn from past research and literature.
Pre-testing with 31 practitioners from 10 European countries.
Personal invitations were sent by e-mail to over 30,000 professionals from European countries (using a database provided by the EACD). In addition, additional invitations to participate in the study were sent through national industry associations and networks (some of the participants registered on their own); 4,014 respondents were involved and 2,277 complete answers were received.
The conclusions are drawn from a study of 2,209 full responses from the participants, which were identified as uniquely relevant to the relevant contingent (communications specialists in Europe).

Statistical analysis

Methods of empirical research, descriptive and analytical analysis (using the SPSS program).
Results were corrected using Pearson's goodness-of-fit test (chi-square or x2 test) and Spearman's rank correlation coefficients (rho) and classified as exponential (error no more than 0.05), if applicable.
All significant correlations in this report are marked with footnotes.

Respondents
Communications Management Professionals
Distribution by country
Total number of European states
Northern Europe (Norway, UK, Latvia)
Western Europe (Germany, Netherlands, France)
Southern Europe (Italy, Slovenia, Croatia)
Eastern Europe (Poland, Czech Republic, Romania)
Membership in professional organizations

Other international associations in the field of communications
National associations in the field of PR and communications

Communications Qualifications
Degree in communications (bachelor, master, doctor)
Certificate of professional education in the field of PR or communications management

Highest academic degree obtained



Degree absent

Gender / Academic Degree
Doctor (Ph.D., Doctor)
Master of Arts (Master of Arts, Master of Science, Master of Science, Master of Business Administration), Diploma
Bachelor (Bachelor of Arts, Bachelor of Arts)
Degree absent

Joint Stock Companies	Private companies	State organizations	Non-profit organizations

The study involved respondents from 43 European countries and four regions

Northern Europe

Western Europe

Eastern Europe

Southern Europe 32.4% (716)

Finland

Iceland

Ireland

Norway

United Kingdom

Germany

Liechtenstein

Luxembourg

Netherlands

Switzerland

Belarus

Bulgaria

Slovakia

Bosnia and Herzegovina

Croatia

Macedonia

Montenegro

Portugal

Slovenia

	Communication departments	Agencies and consulting companies



Public Relations Discredited

	Certificate of professional education in the field of PR or communication management	Certificate of professional education in another communication industry	Advanced degree in communications
Public relations
Integrated communication
Business communication
Corporate communication
Organization communication
Communication management
Strategic communication
Public Relations Discredited

The negative image of public relations necessitates a new name for this field of activity

Communications professionals in European countries point to a negative image of public relations in the media. PR causes especially negative connotations in Poland, Great Britain, Norway, Croatia, Denmark, Slovenia, Serbia and Germany. Even in other European countries, at least three out of ten surveyed practitioners report negative perceptions of this field of activity.
The negative image of PR in the media damages the reputation of communications professionals and diminishes the credibility of their work. Other studies (for example, analysis of media content) confirm this and provide a more complete picture of the current situation.
The research results revealed a correlation between the image of PR in the media and the discrediting of the concept itself and its name, in particular. PR is viewed with a grain of salt in most European countries, especially in Eastern and Southern Europe, as well as Norway and Germany.
Therefore, most communications professionals prefer to use an alternative name for the profession, in particular "corporate communications", "strategic communications" and "communications management".
The comparison results show that in various types of organizations and groups of respondents, the leading position is occupied by the term "corporate communications", followed by the term "strategic communications" in popularity.
The terms "integrated communications" and "organization communications", which are often used in the scientific community, are less popular among professionals.
The formal professional qualifications of communications professionals have little impact on their attitudes towards alternative names.

	Joint Stock Companies	Private companies	State organizations	Non-profit organizations
Rational decision making When making a decision, I carefully analyze all available information
Group decision making I like that when a group makes a decision, all members of the group are responsible for it.
Making decisions with risk He who does not take risks misses opportunities
Technology-driven decision making Decisions are made taking into account the availability of new communication technologies
Research-driven decision making Analysis of the (scientific) literature and research assists in decision making
Best Practice Decision Making I take into account the best practices of organizations working in the same industry when making a decision

	Rational	Group	Taking into account technology	Based on the results of scientific research.	Taking into account the best practices
Switzerland
Germany
Netherlands


United Kingdom
Norway




Croatia
Slovenia

	Joint Stock Companies	Private companies	State organizations	Non-profit organizations
Transactional
Transformational Defining the vision, appealing to the ideals and standards of subordinates
Inclusive Identification of problems and tasks, involvement of subordinates in collective decision-making

	Transactional Guide	Transformational leadership	Inclusive leadership
Integrated culture (participation - proactive)
Interactive culture (participation - reactive)
Entrepreneurial culture (lack of participation - proactive)
Systematic culture (lack of participation - reactive)

	Northern Europe	Western Europe	Southern Europe	Eastern Europe
Strategic coordinators
Operational assistants
Business consultants
Isolated experts

Inclusive leadership and a commitment to minimizing risks prevail

The decision-making approaches used by communications professionals in Europe differ from those used by their counterparts in the United States. Both those and others prefer to make decisions rationally, studying all the available information. Only a small proportion of European practitioners believe that taking risks is a missed opportunity. Sharing responsibility for decisions is more popular in Europe than in the United States.
In addition, almost every second respondent expressed a preference for an inclusive management style, i.e. the manager involves employees in the decision-making process.
Nonprofit organizations use slightly different approaches to decision-making and leadership. The rational approach to decision-making is not so popular; in terms of management style, inclusive leadership prevails in non-profit organizations.
67.8% of communications specialists noted that they play the role of strategic coordinators, that is, they actively contribute to the achievement of organizational goals, implementing a communication strategy, on the one hand, and helping to formulate business strategies, on the other. Over the past two years, the share of such specialists has increased by 10%. Strategic coordinators are more intelligent, research-informed, and risk-averse when making decisions. The second most important role is operations assistants. Only 6% of specialists perform the functions of isolated experts, not participating in any way in achieving strategic goals. This role is most common in Southern Europe.

	Joint Stock Companies	Private companies	State organizations	Non-profit organizations
Executive head
Other members of the board of directors
Human Resources Department
Financial department
Legal department
Marketing department
Audit and Control Department
Department of Strategy and Organization Development

Communications departments have some influence, but they lack many aspects of power

In recent years, the authority of the communications departments in Europe has been strengthening; in three out of four organizations, senior management takes communications seriously and involves the head of that department in planning organizational strategies
Communications departments work closely with the executive (86.6% of respondents) and other board members, as well as marketing specialists (over 75%). Weak links with audit and oversight specialists impede close engagement with the strategists.
17.8% of communications professionals are on the board of directors. However, there are significant differences between organizations of different types, regions and countries in Europe. In commercial organizations and Western Europe, this trend is less pronounced.
Six out of ten senior communications executives report directly to the executive officer. 83.4% of executives are responsible for public relations and media, marketing communications for internal issues, financing and lobbying (or at least three of the above). If a leader's responsibilities are broad, he or she prefers an inclusive management style. The transactional management style is most often used when practitioners are not subordinate to the board of directors and their responsibilities are limited to dealing with the press.
However, indicators of formal authority do not always mean real horizontal authority. Often the respondents do not obey anyone and are vested with power, but at the same time they are devoid of influence, and vice versa. For example, some respondents are responsible for solving many issues in the organization, but at the same time, 24.5% of them note that the role of the communications department in ensuring the effectiveness of the company's overall activities is not great, and 30.2% consider the communications department to be indispensable.

	Joint Stock Companies	Private companies	State organizations	Non-profit organizations	Agencies and Consulting Agencies
Use the term "return on investment"
Don't use the term "return on investment"
Not familiar with the term ROI

Misuse of the concept of "return on investment" in planning and evaluating communications

Communications specialists have an ambiguous interpretation of the term "return on investment" proposed by a number of appraisal companies to analyze the economic indicators of communication activities.
Almost every second practitioner claims to use this concept in their work. The term is especially popular among heads of communications and agencies, consulting organizations and commercial companies. The term is used by six out of ten professionals in Spain, Great Britain and Sweden.
Only a minority of professionals working in government organizations and in countries such as Norway, Slovenia and Germany use the term "return on investment" in planning and evaluating communications.
Despite the fact that in economics this term has an unambiguous definition (it is interpreted as the ratio of financial profit received from an activity to the cost of this activity), most communications specialists believe that this concept is akin to achieving communication goals or can be used to assess non-financial the value of communications. Only 52.8% of respondents agree with the generally accepted definition, even fewer respondents know that the return on investment is expressed in monetary units.
Research shows that communications professionals lack basic knowledge of management theory and accounting. If misinterpreted, the use of the term becomes meaningless and even harms the image of the profession.

The most important issues of communication management until 2014
	Mastering the results of the development of digital technologies and social networks
	Building links between business strategy and communication
	Solving the problems of sustainable development and social responsibility
	Meeting the need for more transparency and gaining an active audience
	Gaining and maintaining trust

	Joint Stock Companies	Private companies	State organizations	Non-profit organizations
Increasing trust in the leadership of my organization
Building trust in my organization and / or its brand
Increasing confidence in our market and business in general

The main tasks are mastering the results of the development of digital technologies and building trust in organizations.

The main tasks of communication management over the next few years will remain the development of the results of digital evolution and the development of social networks - they were noted by 54.9% of respondents. According to the results of the study, the importance of these tasks grows every year, as does the need for greater transparency and effective interaction with an active audience. Some issues have retained their importance (for example, one of the secondary tasks is linking business strategy and communication), and some have become less important, for example, gaining trust.
Three out of ten experts say building and maintaining trust will be a major challenge for communications management over the next three years. When building trusting relationships with stakeholders, almost every respondent (93.2% of respondents) noted that he seeks to increase loyalty to his organization and (or) its brands.
Other objects of trust (leaders of an organization (people), markets or business in general (social systems)) were named less relevant - they were noted by less than 80% of respondents. However, in joint-stock companies and the Nordic countries, it is still important to build trust in specific people.

	Predicted importance in 2008-2011	Real importance in 2008-2011	Deviation
Press and Media Relations: Print Media
Online communications
Interpersonal communication
Social media
Press and Media Relations: Online Media
Press and Media Relations: TV and Radio

Important tools today:	Joint Stock Companies	Private companies	State organizations	Non-profit organizations
Press and media relations
Working with print media
Working with online media
Work with TV and radio
Corporate publishing houses and media
Online communications
Social media

Sponsorship
Interpersonal communication
Non-verbal communication
Paid information

The role of internal communication and online channels continues to grow

According to previous research, respondents predict a change in the role of different disciplines in strategic communication. Corporate communication (communication across an institution or organization) will maintain its leadership position. In addition, according to those surveyed, marketing communications and keeping in touch with consumers over the next three years will be as important as internal communications and communications of change. The role of communication in the area of corporate social responsibility and sustainability will continue to grow.
Of particular interest are two disciplines: international communication and personal coaching. Communications experts predict a meteoric rise in this area, where, by the way, there has been a stable growth trend since 2009.
Several online tools are expected to dominate the range of media used by communications management in the near future. Online communications (websites, e-mail, intranet) are leading, followed by media relations, online journalism and social media. Interpersonal communication remains strong, while the role of interaction with the press (print journalists) is expected to decline by 2014.
Longitudinal analysis suggests that it is common for communications professionals to overestimate the growth rate of influence across disciplines and communication channels. While the importance of media engagement (online publishing) has increased more than expected, the 2008 predictions of the importance of social media and online communications for 2011 (Cerfas et al. 2008) were almost doubled (this is shows statistics for the current year).

Implemented:	Joint Stock Companies	Private companies	State organizations	Non-profit organizations

Tools for monitoring stakeholder communications in social networks
Social media training programs
Key performance indicators to measure social media activity

	Personal use of social media platforms

Knowledge of social media trends
Building and configuring social media platforms
Online Community Management
Developing strategies for using social media
Initiating Internet Stakeholder Engagement

Evaluating social media actions
Knowledge of the legal aspect of using social media

	Northern Europe	Western Europe	Southern Europe	Eastern Europe
Daily
Few times a week
Once a week or less

Personal use of social media	Daily	Few times a week	Once a week or less
Serbia (123)
Norway (93)
Sweden (88)
Croatia (111)
Poland (66)
Netherlands (120)
United Kingdom (237)
France (75)
Italy (171)
Spain (69)
Germany (129)
Belgium (111)
Switzerland (134)

Slovenia (93)

Social media management skills and structures fall short of the importance of the industry

The results of the study confirm the meteoric rise in the importance of online channels in communication management. The number of professionals citing social media as an important tool for interacting with stakeholders increased from 11.5% in 2007 to 19.5% in 2009 and 40.5% in 2011. However, such specialists are still in the minority. Six out of ten professionals in Europe still do not believe in the power of social media, while for the majority the important role of controlled online events (via websites and email) and interaction with online media is clear.
Online communities (social networks) continue to be the most important social media platform. Twitter is booming. Over the past 12 months, podcasts, wikis, and web blogs have lost some of their relevance.
Four out of ten communications departments report that their organizations have guidelines for engaging with social media. Every third organization has implemented tools for monitoring the social sector of the Internet. There has been significant progress in this area compared to last year. However, key performance indicators (KPIs) to identify and measure policy success measures and associated training programs are still underutilized. Social media governance structures are underdeveloped.
European communications professionals have mediocre social media skills. Personal use of social media is a prime example. Almost every fifth respondent visits social platforms only once a week or does not use it at all. The survey shows that active use of social media for personal purposes develops relevant professional skills and abilities. Since the relationship with business and commercial skills is weaker, specialized training in this area is needed.

	Joint Stock Companies	Private companies	State organizations	Non-profit organizations




In organizations



Building relationships

Areas of expertise that will be important in 5 years:	Joint Stock Companies	Private companies	State organizations	Non-profit organizations
Ethics issues
Communication technology
Finance, budget and accounting




Delivery of messages

Suggested training:	Joint Stock Companies	Private companies	State organizations	Non-profit organizations
Social and political trends
Legal requirements and challenges
Coaching skills (teaching others to communicate)
Global project management
Distribution of powers and coalition building
Intercultural and intergender perception
Influence of traditional and new media
Persuasion strategies and concepts
Building relationships

Suggested training:	Joint Stock Companies	Private companies	State organizations	Non-profit organizations
Ethics issues
Communication technology
Finance, budget and accounting
Marketing and customer information
Initiating and Moderating Conversations
Research and assessment methods, forecasting
Organizational change and development
Delivery of messages
Public speaking and presentation skills

Areas of expertise that will be important in 5 years:	Northern Europe	Western Europe	Southern Europe	Eastern Europe
Social and political trends
Legal requirements and challenges
Coaching skills (teaching others to communicate)
Global project management
Distribution of powers and coalition building
Intercultural and intergender perception
Influence of traditional and new media
Persuasion strategies and concepts
Building relationships

Importance after 5 years:	Northern Europe	Western Europe	Southern Europe	Eastern Europe
Ethics issues
Communication technology
Finance, budget and accounting
Marketing and customer information
Initiating and Moderating Conversations
Research and assessment methods, forecasting
Organizational change and development
Delivery of messages
Public speaking and presentation skills

Training offered	Northern Europe	Western Europe	Southern Europe	Eastern Europe
Social and political trends
Legal requirements and challenges
Coaching skills (teaching others to communicate)
Global project management
Distribution of powers and coalition building
Intercultural and intergender perception
Influence of traditional and new media
Persuasion strategies and concepts
Building relationships

Suggested training:	Northern Europe	Western Europe	Southern Europe	Eastern Europe
Ethics issues
Communication technology
Finance, budget and accounting
Marketing and customer information
Initiating and Moderating Conversations
Research and assessment methods, forecasting
Organizational change and development
Delivery of messages
Public speaking and presentation skills

There is a clear need for new qualifications and specialized training programs

In five years' time, the most relevant areas of expertise for communications managers will be: the influence of traditional and new media, relationship building and communication technology. Practical skills will also be important: public speaking, presentation and coaching. More than 75% of respondents indicated that these areas of knowledge are important or very important.
Skill needs vary widely across organizations and regions. For example, in joint stock companies, the greatest emphasis is placed on intercultural and intergender perception, and global project management is considered extremely important in Western and Southern Europe.
Surprisingly, organizational skills and characteristics such as power sharing and coalition building, finance, budgeting and accounting, and legal requirements are mentioned by only 50% of respondents.
A comparison of the identified skills needs and the training programs offered today by organizations showed that there are large gaps in each industry. About 40% of organizations run public speaking and presentation courses and coaching programs, but only one in five organizations receive attention to other skills. Significant improvements are possible in this area.

The number of high-earning communications executives in Europe has increased

According to the results of the study, the decline in wages observed in 2010 has stopped. A quarter of all surveyed specialists (25.2%) earn 100,000 euros or more per year. The indicators have practically returned to the pre-crisis level (until 2009).
Despite the fact that 5% of respondents in 2011 will earn more than 200,000 euros, a fairly large group (20.5%) have a much lower income - less than 30,000 euros.
The growth of the group of low-paid specialists can be explained by the use of a more representative sample of respondents compared to previous studies (respondents from all regions participated). Compared to the 2010 survey, this time more questionnaires were used, completed by representatives of the countries of Southern Europe, while the participants from Western Europe, on the contrary, were fewer. Statistical analysis shows that specialists from Eastern and Southern Europe earn less.
There are significant differences in the salaries of communications professionals across Europe. The average wages of women are lower than those of their male counterparts, and this situation persists at all levels of the hierarchy. Members of the EACD (European Association of Communication Directors) receive a higher salary - 10.2% of those surveyed earn more than 150,000 euros per year.

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Zerfass, A., Tench, R., Verhoeven, P., Vercic, D., & Moreno, A. (2010): European Communication Monitor 2010. Status Quo and Challenges for Public Relations in Europe. Results of an Empirical Survey in 46 Countries. Brussels: EACD, EUPRERA (available at: www.communicationmonitor.eu)

Zerfass, A., Van Ruler, B., Rogojinaru, A., Vercic, D., & Hamrefors, S. (2007). European Communication Monitor 2007. Trends in Communication Management and Public Relations - Results and Implications. Leipzig, Brussels: University of Leipzig, EUPRERA. (available at:

What is the most common soft power toolkit? In reality, this is a change in information contexts. They can come into conflict with the picture of the world, leading as a result to its changes. Modern man has generally found himself in a strange state when information contexts change at a faster rate than he can process them. Strongly contradictory contexts (for example, corruption of a particular power) lead to strong demands for a change of power.

So turning to social media is the next new approach. As always, the first to do this was a business that brought social media and storytelling to the fore. But it turns out that the principle of changing the information flow remains a common point for business, for the military, and for political strategists. If this is a change in the technical order, then there is a certain gap in time until the audience develops its own options for understanding and resistance to it.

Social media is of particular interest to computer scientists because, as Pentland notes, we are individually unpredictable, but collectively we are. That is, the mass of people behave quite predictably, and the deviations of individual individuals can be ignored.

Since the audience for the impact is constantly expanding, then social networks are attracting more and more attention. Attention designers want to reach ever larger audiences. When information was scarce, attention was not a factor. When today there is too much information, attention, or rather, lack of it, has become a critical factor. Therefore, it is necessary to introduce a new specialty: along with the architects of Thaler and Sunstein's choice, attention constructors play an important role in the modern world, on whose work the entertainment sphere completely depends.

As you can see, Rhodes makes culture one of the possible variables. The implication of this is that general patterns of influence may be more important and stronger than certain cultural constraints. In terms of impact, we are more the same than different.

From the point of view of theory, strategic communications are not as old a product as many other things. They are not even two decades old. Therefore, they can still have a good future.

404 means the file is not found. If you have already uploaded the file then the name may be misspelled or it is in a different folder.

You may get a 404 error for images because you have Hot Link Protection turned on and the domain is not on the list of authorized domains.

If you go to your temporary url (http: // ip / ~ username /) and get this error, there maybe a problem with the rule set stored in an .htaccess file. You can try renaming that file to .htaccess-backup and refreshing the site to see if that resolves the issue.

It is also possible that you have inadvertently deleted your document root or the your account may need to be recreated. Either way, please contact your web host immediately.

Are you using WordPress? See the Section on 404 errors after clicking a link in WordPress.

When you get a 404 error be sure to check the URL that you are attempting to use in your browser.This tells the server what resource it should attempt to request.

http://example.com/example/Example/help.html

In this example the file must be in public_html / example / Example /

Notice that the CaSe e xample and E xample are not the same locations.

For addon domains, the file must be in public_html / addondomain.com / example / Example / and the names are case-sensitive.

When you have a missing image on your site you may see a box on your page with with a red X where the image is missing. Right click on the X and choose Properties. The properties will tell you the path and file name that cannot be found.

This varies by browser, if you do not see a box on your page with a red X try right clicking on the page, then select View Page Info, and goto the Media Tab.

http://example.com/cgi-sys/images/banner.PNG

In this example the image file must be in public_html / cgi-sys / images /

Notice that the CaSe is important in this example. On platforms that enforce case-sensitivity PNG image and png are not the same locations.

When working with WordPress, 404 Page Not Found errors can often occur when a new theme has been activated or when the rewrite rules in the .htaccess file have been altered.

When you encounter a 404 error in WordPress, you have two options for correcting it.

Log in to WordPress.
From the left-hand navigation menu in WordPress, click Settings > Permalinks(Note the current setting. If you are using a custom structure, copy or save the custom structure somewhere.)
Select Default.
Click Save Settings.
Change the settings back to the previous configuration (before you selected Default). Put the custom structure back if you had one.
Click Save Settings.

This will reset the permalinks and fix the issue in many cases. If this doesn "t work, you may need to edit your .htaccess file directly.

Add the following snippet of code to the top of your .htaccess file:

# BEGIN WordPress

RewriteEngine On
RewriteBase /
RewriteRule ^ index.php $ - [L]
RewriteCond% (REQUEST_FILENAME)! -F
RewriteCond% (REQUEST_FILENAME)! -D
RewriteRule. /index.php [L]

# End WordPress

If your blog is showing the wrong domain name in links, redirecting to another site, or is missing images and style, these are all usually related to the same problem: you have the wrong domain name configured in your WordPress blog.

The .htaccess file contains directives (instructions) that tell the server how to behave in certain scenarios and directly affect how your website functions.

Redirects and rewriting URLs are two very common directives found in a .htaccess file, and many scripts such as WordPress, Drupal, Joomla and Magento add directives to the .htaccess so those scripts can function.

It is possible that you may need to edit the .htaccess file at some point, for various reasons.This section covers how to edit the file in cPanel, but not what may need to be changed. (You may need to consult other articles and resources for that information.)

Edit the file on your computer and upload it to the server via FTP
Use an FTP program "s Edit Mode
Use SSH and a text editor
Use the File Manager in cPanel

The easiest way to edit a .htaccess file for most people is through the File Manager in cPanel.

Before you do anything, it is suggested that you backup your website so that you can revert back to a previous version if something goes wrong.

Log into cPanel.
In the Files section, click on the File manager icon.
Check the box for Document Root for and select the domain name you wish to access from the drop-down menu.
Make sure Show Hidden Files (dotfiles)"is checked.
Click Go... The File Manager will open in a new tab or window.
Look for the .htaccess file in the list of files. You may need to scroll to find it.

Joint Stock Companies

Private companies

State organizations

Non-profit organizations

Agencies; consulting companies

In my country, PR has a negative image in the media

The negative image of PR in the media damages the reputation of communication professionals

The negative image of PR in the media reduces the credibility of communications professionals

Public Relations Discredited

Right click on the .htaccess file and click Code Edit from the menu. Alternatively, you can click on the icon for the .htaccess file and then click on the Code Editor icon at the top of the page.
A dialogue box may appear asking you about encoding. Just click Edit to continue. The editor will open in a new window.
Edit the file as needed.
Click Save Changes in the upper right hand corner when done. The changes will be saved.
Test your website to make sure your changes were successfully saved. If not, correct the error or revert back to the previous version until your site works again.
Once complete, you can click Close to close the File Manager window.

Voronov Alexander Alexandrovich Doctor of Economics, Associate Professor, Deputy Head of the Marketing Department of the Expert Group of Companies, Krasnodar

Deaf Lilia Viktorovna Ph.D.

The current state of affairs in the country's industry cannot be called unambiguous. On the one hand, the fuel and energy complex, namely the mining companies, due to the positive external economic situation in the prices of resources, managed to ensure the monetary receipts necessary for the socio-economic stability of the Russian state and society to the budget of the country, on the other hand, the enterprises of these industries are satisfied with everything. there are no real incentives for development, and they perceive the current state of affairs as a given, unchanged in the future. The country's industrial management system today does not fulfill the task of creating a full-fledged market environment for industrial enterprises, which should have become the basis for their sustainable development, and as a result - an increase in the welfare of workers and owners, an increase in taxes and social contributions, an increase in the output of safe and competitive industrial products. Industrial enterprises today can be clearly differentiated into three groups based on their attitude to state power:

enterprises that enjoy informal (but real) government support at various levels and branches of government;
enterprises that use disguise and do not look attractive to government officials;
enterprises that are attractive to provide real government support, but have not yet agreed to implement it.

Obviously, in such a situation, which is characterized by a very high level of uncertainty, it is difficult to talk about the basis for the sustainable development of the country's industrial sector. At the same time, the national competence of Russia, expressed in the world's largest resource endowment per capita with all types of resources (subsoil, land and territorial resources, aquatic and biological resources, etc.) can find its competitive embodiment in the country's industry, for through this sector it is possible to ensure the sustainability of the vector of the nation's socio-economic development.

The starting point for the development of the country's industrial sector should be the construction of a "picture of the world" (according to the terminology proposed by Vladimir Tarasov in the book "The Art of Management Struggle"), in scientific terms - the creation of a strategic information system about this sector of the country's national economy, giving an idea of the system management. In turn, the system (from the Greek. Systema - whole, made up of parts; connection) is a set of elements that are in relationships and connections with each other, forming a certain integrity, unity. In accordance with the definition of Vladimir Tarasov, acceptable for management purposes, this system is a labyrinth, visible only from above, but not visible to its participants, who can clearly see only the areas of the “picture of the world” that are close to them. If the main elements of the industrial sector are identified without much difficulty (using statistical and marketing methods of collecting information), then the relationships and connections between them are much more difficult to identify, and it is difficult to assess their real significance at the current level of development of information systems. However, these relations and connections are of decisive importance for the development of the country's industry, directly determining the direction and speed of the main business processes at industrial enterprises. This explains the importance of communications in real management activities, and that is why, having a powerful material and production base, the domestic industry does not provide the world rates of development, losing in the open domestic and foreign markets to successful international competitors. Thus, the quantity and quality of communications directly determines the competitiveness of the domestic industry and the main results of its activities.

In the absence of a fair market environment for business, the absence of an effective state policy in relation to industry, combined with real support only for the largest and most economically efficient enterprises, for the rest it is communications that become a strategic reserve for survival and development. This is due to the number and quality of environmental factors that have a real impact on the activities of industrial enterprises. V.M. Tereshchenko in the book "Marketing Therapy" extremely accurately emphasized the decisive role of all kinds of changes for the development prospects of domestic enterprises, noting that the speed of perception and development of a response to changes is becoming the main competitive advantage of a modern enterprise. It is communications in modern economic conditions that become a tool for transforming obscure changes in environmental factors into real market chances and threats, make it possible to identify urgent problems in the development of enterprises and organize a well-founded solution to them.

The essence of the scientific and practical problem of organizing communications in the industrial sector of the country's economy can be characterized as follows: the lack of effective managerial communications reduces the effectiveness and efficiency of industrial enterprises, negatively affects their competitiveness.

The communication problem is directly related to the concept of engagement (Employee Engagement report of Enterprise IG). According to available data, at any enterprise, depending on the degree of participation in general activities, four groups of employees can be distinguished: “champions” (know and are interested), “observers” (know and are not interested), “lost” (are interested, but do not know) , "Weak links" (do not know and are not interested). In an average firm, “champions” make up 29% of employees (that is, 71% are passive or active ballast, at best not interfering, and at worst actively hindering rational management activity). The problem of involvement begins precisely with communications: the wrong choice of employees, inability to organize their work, suppression of rational initiative, the use of manipulations, and ends with communications too - active employees begin to use corporate opportunities for personal purposes, passive ones simply do nothing. Summarizing what has been said, we note: communications, as such, create a system called an enterprise, a branch of industry and industry as a whole. The lack of communications turns these systems into a set of resources that are not capable of expanded reproduction.

The purpose of the communication system of a modern industrial enterprise should be to increase competitiveness, achieved in the areas of production, finance, marketing, personnel, management (strategy), etc. The specific objectives of the corporate communication system at an industrial enterprise are:

identifying key figures in doing business in the corporate and public sectors that are relevant to a particular enterprise and establishing productive communications with them (government authorities, competitors, consumers, employees, suppliers and partners);
monitoring industry and cross-industry competitors, studying their experience in managing and organizing business processes, benchmarking and creative copying of the best innovations, organizing cooperation with competitors and using their resources to reduce the uncertainty of economic activities;
continuous monitoring of consumers: their needs, needs and forms of their satisfaction, loyalty, characteristics of consumer behavior, the organization of active interaction with them and forecasting consumer activity in the face of changes in supply and consumption in specific markets for goods and services;
continuous monitoring of changes in environmental factors, checking, analyzing and assessing market chances and risks, planning and adjusting the activities of industrial enterprises;
continuous monitoring of the effectiveness of internal communications, requiring the involvement of each employee in the process of developing and making managerial decisions, reducing the “vertical of power” to 2-3 management levels, training in the perception of external signals, the speed of communication and the development of response actions.

In accordance with the definition of I.V. Sidorskaya, organizational communication - all the variety of information and communication interactions of an organization, which can be conditionally divided into two types - communication within the organization and communication of the organization with its external environment.

Organizational communication is characterized by two main parameters: the direction of communication flows and the official / unofficial status of the main channels of information transfer. With regard to such characteristics as direction, horizontal flows of information in the organization occur more often than vertical ones, and the exchange of information in them is less prone to distortion. Vertical flows can move in a downward direction - this is how information is transmitted at the levels of the formal structure from the top manager to ordinary workers, and in the upward direction - it is used for feedback from subordinates to management in order to inform about the results of work and current problems. In the latter case, a specific problem arises of distorting information by a vertical channel transmitting information from the bottom up, associated with the fact that the organizational communication system tends to distort information in a direction that increases the likelihood of employees receiving remuneration and decreases the likelihood of receiving punishment. Therefore, for information flowing from the bottom up the formal hierarchy to be accurate and reliable, the organization must have dedicated channels and mechanisms to encourage feedback, from corporate hotlines to direct inspection by top managers of the state of affairs at the production level.

The effectiveness of the organization's communication channels is determined by how quickly management information reaches the addressee and how much it retains its adequacy after passing through these channels. Any deviation from the speed and adequacy parameters set by the organization is called information dysfunction. Informational dysfunction in an organization consists in the distortion of information, loss of information, as well as in the production of a significant amount of redundant information, and the fight against one of its manifestations leads to the hyper-manifestation of another (for example, measures to prevent loss of information through its duplication immediately lead to an increase redundant information).

To improve the efficiency of the organization of management communications, we propose to use their following classification (Fig. 1).

Rice. 1. Classification of organizational communications Classification of organizational communications

Formal communications are carried out as part of the implementation of management activities at the enterprise, informal communications arise in spontaneous groups of people and have a significant impact on the speed and efficiency of business processes.

Market communications are rational in nature and aimed at maximizing the benefits from organizing cooperation, in contrast to them, non-market communications take into account the real market power of the state in the industrial sector.

Organizational communications in different functional areas have their own specifics and are modified depending on the direction and composition of communications. Significant problems for industrial enterprises are hidden, first of all, in non-market functional communications. For example, the largest chemical plant in the South of Russia organizes an advertising campaign aimed at promoting a corporate brand in conditions when there is a real shortage of its products on the market due to the fact that most of it is exported and is in demand on the European market. The senselessness of using the advertising tool is compensated by the return flow from the advertising agency to the top management.

Using the above example, the following classification feature can be characterized: by the degree of efficiency. If the results of the advertising campaign are properly analyzed and assessed by the owner of the enterprise, after which the appropriate management decisions will be made (top managers are punished, the contract with the advertising agency is terminated, the event is officially evaluated, its results are entered into the information center of the company and can be used in the future ), then even this seemingly ineffective and meaningless communication can become part of the foundation of the future communication policy of the enterprise. Conversely, if top managers manage to hush up the results obtained, the effectiveness of communications will remain at the same, extremely low level.

A very interesting and practically applicable classification feature is the division of communications into direct and indirect. If the purpose of direct communication is to convey information to the appropriate addressee, then with the help of indirect communication this addressee receives a significant amount of additional information that corrects direct communication, namely: the reliability of direct communication, its completeness, relevance, relevance, etc. One of the principles organization of communications in industrial enterprises is the following statement: "In each of his business (direct communication), a person puts his attitude towards this business (indirect communication)."

According to the degree of perception, communications are divided into distorted and undistorted. According to V.M. Tereshchenko, “the communication function of personnel can be realized if:

If any of these rules are violated, communications are distorted.

One of the author's proposed signs of the classification of organizational communications is the assessment of the degree of their information efficiency and the selection based on this criterion of operational, tactical and strategic communications. Operational communications arise in the process of buying and selling the main types of resources and manufactured products and cover the price and conditions for the implementation of specific transactions. Tactical communications are implemented at a deeper level of communication and cover in-depth research of consumers, suppliers, competitors, and other contact audiences that can be systematically studied. Strategic communications are aimed at capturing strategic initiative and implementing strategic intentions (by strategic intention we mean the implementation of an action plan that sharply and favorably changes the market situation in favor of the initiator of the strategic intention, under strategic initiative - constant pressure on the main determinants of the market environment in order to gain competitive advantages and ensuring certainty and sustainability in development). Strategic communications are possible only on the basis of the functioning of the company's information center, which is an archive of information and data, that is, fragmentary information about the state of the enterprise and the external environment throughout the history of its functioning. The activity of the information center contributes to the identification and elimination of systemic, repetitive errors in the activities of the enterprise, provides an extensive information base for the development of management decisions.

The organization of strategic communications is possible at two levels: the enterprise and the state (i.e., the structure of the country's industry management). At present, the functions of strategic management are scattered among more than 90 organizations that have the right to intervene in the management process, which indicates the loss of strategic management of the country's industrial sector. The function of implementing strategic communications is partly entrusted to the Federal State Statistics Service, the reports of which are multivolume sources of unverified data that hardly correspond to the real state of affairs and do not allow making effective management decisions (in terms of industry), partly - to the Ministry of Trade and Economic Development. Using the example of an event initiated by this department within the framework of strategic communications, we will consider their features during the International Investment Forum "Kuban-2007" (September 20-23, 2007 in Sochi).

Direct communication is as follows: the Kuban-2007 forum is held to create in Russia an international communication center for the most authoritative representatives of Russian and foreign business, academia, government agencies and public organizations on attracting foreign investment to the country's economy. According to the organizers' forecasts, about 10 thousand people will come to the forum.

The main venue for the Kuban-2007 Forum will be the Festivalny Concert Hall, the Sochi Sea Terminal and the adjacent territory. Russian and foreign investors will be presented with investment projects in the field of industry, energy, transport, IT and telecommunications, agriculture, construction, science and education, health care, a recreational complex, housing and communal services, natural resources and ecology, the report says. The exhibition pavilion of the Krasnodar Territory will occupy an area of four thousand square meters and will be located next to the pavilion of the Ministry of Economic Development of Russia. The heads of cities and districts of the region will hold presentations of their territories and offer potential investors about 1.3 thousand investment proposals and projects. The organizers of the forum are the Ministry of Economic Development and Trade of the Russian Federation, the Ministry of Foreign Affairs of the Russian Federation, the Chamber of Commerce and Industry of the Russian Federation and the administration of the Krasnodar Territory.

Indirect communication is as follows: the forum is a commercially effective event that allows the enterprises of the spa complex in Sochi to extend the holiday season, and the initiators of the forum to fully recoup the costs of its holding and get 70-100% profitability. There is no special infrastructure for holding exhibitions and organizing business negotiations. The exhibition will feature hopeless investment projects that are not interesting to real investors due to at least their popularity among a wide range of participants. From year to year, the same investment projects are repeated at the exhibition (since the heads of districts are responsible for their provision, not for implementation - but for their provision!). On the first day of the forum, the Krasnodar Territory signed 13 investment agreements worth three billion dollars - it is immediately clear that these are investment memorandums that are timed to coincide with a formal event and are unlikely to find their practical implementation, were signed in a hurry and have no real significance for the region's economy. The program of the forum does not provide for its main purpose - meetings of investors and applicants for investment projects, the main attention is paid to keynote speeches and round tables of the familiarization plan. On the other hand, I would like to thank the Governor of the Krasnodar Territory A.N. Tkachev for his active life position and personal participation in organizing this forum, which subsequently, after working out communication procedures, will undoubtedly become an effective tool for managerial communications, including in the country's industry. The Governor did the most difficult thing: he brought the organizational communications of the region's enterprises to the international level, providing them with wide and constantly expanding information and communication opportunities of a strategic scale. At the forum, its participants have a real chance to organize business acquaintances and increase their reputation capital.

In the future, the system of strategic communications of the country's industry is seen by us as follows (Fig. 2).

Rice. 2. The system of strategic communications in the Russian industry

The implementation of the principles of one-man management, effective control, encouragement of initiative and real responsibility in the country's industry should help restore the strategic management of the country's industry, increase the transparency and efficiency of such management. The federal agency or the country's industry ministry should organize a network of regional representations that will replace the current industrial departments in the constituent entities of the federation, which do not have real powers in terms of supporting the activities of industrial enterprises in the regions. Based on the activities of these representative offices, it becomes possible to organize an information center for the country's industry, which, in turn, sharply increases the information efficiency of management activities at industrial enterprises (by reducing the time and financial costs of obtaining the necessary information).

Monitoring processes are carried out by the relevant ministry on a permanent basis. Based on motivated and effective industrial monitoring, it becomes possible to identify and identify points of growth of industrial production in the country. Small “points of growth” are developed by industrial enterprises on their own, long-term targeted comprehensive programs are formed to implement significant national economic tasks, for example, the development of territories, the formation of industrial regions and complexes, etc. (but only within the framework of the activities of the corresponding structure of the country's industrial management). Industrial enterprises are sharply increasing the transparency of their activities; the availability of a detailed information base reduces the risks of current economic activities. The country's Ministry of Industry regularly organizes events similar to the Kuban Investment Forum in Sochi, plans, organizes and monitors targeted comprehensive programs, organizes interaction between foreign investors and domestic enterprises on a mutually beneficial basis (and not just sells off state property).

Russian encyclopedic dictionary.

Tereshchenko V.M. Marketing therapy. SPb .: Peter, 2004.S. 89.