Public Relations Training Courses

public relations training courses enable an individual to manage the services which are outsourced. The delegate will be able to understand the management of services that have been privatised but in which the government maintains the public interest through regulation.

Upon completion of this public relations training course, you will be able to understand:

The principal external influences and the organisational context in which public relations planning and management is undertaken.
How to use strategic tools to analyse the external and organisational context.
How to plan a research-based strategic campaign or programme.
How to effectively manage and evaluate the impact of campaigns and programmes.
The importance and implications of living in a ‘brand society’.
Key concepts of corporate image, reputation and identity.
The process of reputation management (corporate branding).
Media relations from historical and professional/ethical perspectives.
The distinction between editorial and advertising approaches to media placement.
Media relations from media and political perspectives.
Media relations practice.
Internal communication in practice.
The employee/employer relationship within contemporary organisations and their environments.
Communication roles for effective leadership and management.
Corporate strategies, tactics and evaluation methods for communicating with employees.
Concepts of community involvement, corporate social responsibility and cause-related marketing.
Key principles of community relationship building and how to apply this understanding to simple, meaningful scenarios.
Issues arising from an organisation’s community involvement.
Corporate strategies for integrating corporate social responsibility and community programmes into the business plan from a stakeholder perspective.
How to characterise an issue and the difference between issues and other management problems.
That issues progress through a life cycle and the stage an issue has reached.
Characteristics of issues and the different driving forces of corporate and activist issues.
Issue management as both a communication discipline and as a component of broader strategic thinking.
How to develop a basic issue strategy using a four-step plan.
Concepts of crisis and crisis management.
The value of communication to crisis public relations management.
Different crisis types and how the crisis type affects crisis communication.
Key principles in crisis public relations management.
How to apply principles of crisis public relations management to actual crisis cases.
The effects of the Internet on crisis public relations management.
The nature, role and scope of the public affairs function and its relationship with public relations.
Key theories, principles and their development and application in contemporary public affairs.
The potential contribution that public affairs can make to organisational strategies and goal attainment.
The knowledge, skills and competencies required of today’s public affairs professionals.
How to analyse and apply public affairs theories/principles to practice.
Integrated marketing communications issues.
The importance of integrated marketing communications to organisations and their publics.
Key principles and methods used to integrate marketing communications activities.
How to apply key principles of integrated marketing communications to real-life scenarios.
How corporate communication is conceptualised and practiced, recognising the implications of different perspectives.
The influence of different ways of conceptualising corporate communication (from a marketing as opposed to a PR or organisational communication mindset) when reviewing public relations practice and the implications of this.
How to select effective frameworks for analysing the purpose and practice of corporate communication – using concepts of legitimacy and social capital – to identify key objectives.
That the ability to practice corporate communication in particular ways is affected by how the function is placed within (or integrated into) organisational structures.