THE NATURE OF COMMUNICATION PLANNING THE ROLE OF COMMUNICATION PLANNING

Learning Outcomes
Be able to identify and describe the nature of

communication planning. Justify the conceptual tools of communication planning. Be able to describe the role of integrated communication planning. Understand how communication planning integrated with the business planning. Be familiar with different types of Communication Plans.

The Nature of Comm Planning

Comm. Planning is a broad and multi-faceted

concepts. Been used by various types of people, i. e :PR practitioners Technical writers Information campaigners Advertising experts Health communicators

The Nature of Comm. Planning

Communication and Planning are two often

contrasting term if the notion of communication is been thought as SPONTANEOUS in nature while the idea of planning is usually connected with certain concepts such as management, control and strategy. In order to achieve good result, both must go hand in hand.

The Nature of Comm. Planning

Comm planning is a term suited for the 90s and

beyond. Comm planning consists of the following characteristics:1) Work done for a short and long-term perspective with an emphasis on long-term planning; 2) Communication efforts planned from the bottom up; 3) Communication with more general and widespread goals; 4) Communication viewed from the receivers perspective.

Conceptual Tools
Communication and information

Power in communication
Sender and communicator Medium and channel

Message and content

Receiver Effect and effectiveness

Effect and consequences

Feedback and feed forward

Conceptual Tools
Communication and Information Many definitions of communication/information. Two traditions of describing communication as:
1.

Conceptual Tools (ext.)

The transmission model looks at communication as

The transmission of information, ideas, attitudes or emotion from the one person to group or one another primarily through symbols. (Theodorson, 1969)
The mutuality and shared perception states that:

A process in which the participants create and share information with one another in order to reach a mutual understanding. (Rogers & Kincaid 1981)

Conceptual Tools (ext.)

2) Power in Communication
In one way process, the sender is powerful and control

the communication process. (authoritarian) In two way process, more balanced power relationships. Anyway, in practices, there exist illusion of influence and power in two way process.

Conceptual Tools (ext.)

3) Sender and communicator

The decision of who is to be regarded as sender is crucial in comm. planning. The planner is usually working for others, formulating messages. A planner often is the one communicating the message and regard by the public as the real source. While it may confusing, it can be resolved by using the term sender for the initiator of the message and communicator for the person who designs the message strategy and produces the message content.

Conceptual Tools
4) Medium and channel

Channels is the physical means of carrying the signal capacity to carry information. A medium is an intermediate agency that enables communication to take place mass media or human. Example in a health campaign, the channels would consist of the loudspeaker system, newsletters etc; the hospital would be regarded as the medium.

Conceptual tools (ext.)

5) Message and content

Message what is transmitted in the communication process. Three dimensions of message: i. Describes a set of words or images expressed on surface aspects. ii. The meaning of content perceived or intended by the individual who expresses it. iii. The message embodies meaning attributed to content by the receiver.

Conceptual tools (ext.)

6) Receiver

The communication planner has to distinguish between the intended receiver or the actual receiver. We may use target groups but it aroused confusion. So, we may use target populations for individuals whose behaviour, attitudes or knowledge that we want to influence directly or indirectly. While receiver groups is a group for which a certain message is intended.

Conceptual tools (ext.)

7) Effect and effectiveness

It is commonly agreed that mass communication content can change attitudes and behavior. The mass media produce effects. Effectiveness is a product of goal fulfillment. Therefore, a communication planner must identify and analyze carefully the kinds of effects that are intended, unintended, long-term and short-term.

Conceptual tools (ext.)

8) Effects and Consequences

Some communication scholars posit the result of communication content itself are effects and the outcomes caused by other aspects of media use are consequences.

Conceptual tools (ext.)

9) Feedback and feedforward

Feedback is a reaction on the part of the receiver to a senders communication. For the planner, feedback is invaluable; it is a tool to better control the communication efforts. Feedforward is information about receivers and their possible reaction gathered by a sender before communicating with them. It facilitates the chances for effective communication.

Comm. Planning: Current Trends

Cross-functional approach integrates public

relations, marketing communications & advertising strategies (integrated marketing communications) A trend toward integration of roles previously known as organizational communication & PR.

Strategic Planning Cultures

Of late, managers are concerned about continuous planning & integrated planning. Continuous planning is On going planning efforts at all levels of the organization, to ensure that the organization adjusts to changes in its internal & external environments. (Redding & Catalanello, 1994)

Strategic Planning Cultures

A good practice of any organization today is to

frequently updates their long term strategic plans that enable them to respond to threats from changes in technological, economic, political, demographic & other societal spheres. Anticipating change is critical to their survival & prosperity.

Getting Ready for Strategic Planning

Bryson (1988) introduces 3 activities:
Review its mandate 2. Develop/Clarify its mission statement. 3. Conduct a situation audit.
1.

(1) Reviewing the mandate

A mandate specifies the organizations responsibilities

& delegates authorities to pursue these responsibilities. Usually contained in legislation, articles of incorporation or charters. A mandate states the musts confronting an organization.

Mandate
An example of mandate statement:

The Environmental Protection Agency is responsible for policies and actions to preserve and enhance the quality of environment for the benefit of present and future generations of Country X.

 Mandate of MCMC:
The Expenditure guidelines issued by the Election Commission says

that apart from the certification of advertisements, MCMC will monitor both Print and Electronic media including cable networks, and record either in CD or DVD/keep a photocopy of all advertisements/paid news/election related news. Further MCMC shall see all the news papers, print media, electronic media, cable network, mobile network and other modes of communication like bulk SMSs etc. and keep a record of advertisements, advertorials, messages, discussions and interviews relating to candidates and parties, including Radio jingles.

(2) Developing / Clarifying Mission Statement

A mission statement defines the ultimate objective of the organization and the most important strategies to be applied in attempting to achieve the ultimate goal (Ingstrup, 1990). Kauffman (1992) posit that the organization must write or update its mission statement if wants to engage in successful strategic planning .

Whats inside a mission statement?

It responds to: what is the nature of our business? Statement of purpose Strategy Values Behavioral Standards Guiding principles

Levi Strauss Mission Statement

We seek profitable and responsible commercial success creating and selling jeans and casual clothing (purpose). We seek this while offering quality product and services and being leader in what we do (strategy). What we do is important. How we do it is also important (values).

Heres how (behavioral standards): By being honest. By being responsible citizens in communities where we operate and in society in general
Source: Ireland, Hitt & Williams, 1992: 35

McDonalds Mission Statement

"McDonald's vision is to be the world's best quick

service restaurant experience. Being the best means providing outstanding quality, service, cleanliness, and value, so that we make every customer in every restaurant smile."

Ikea Mission Statement

Affordable solutions for better living.

To suggest what the organization aims to

produce or achieve. The purpose of a higher education institute is to contribute to the knowledge enrichment of the society and to transmit that knowledge to students.

Strategy Of A Mission Statements

It suggest the means by which the organization will

achieve it goals. A higher education institute transfer knowledge (purpose) by hiring the best qualified lecturers and researchers (strategy).

Statement of Values
A good mission statement include statement of values, i.e
Integrity Excellence Trust

The organization that have these values then moved towards operationalizing it in the form of concrete behaviors & work practices.

Behavioral Standard
Its an organization state of commitment to behave in

ethical or socially responsible ways. Not only what we do but how we do. (i.e The Body Shop, Shell) Guiding Principles Tied to core values

Conducting a Situation Audit

It examines: 1. The past performance of the organization 2. Forces in the organization 3. The identities, biases, & loyalties of stackholders 4. Organizational resources.

5 Minutes Break

From a policy perspective, a strategic plan constitutes a navigators map for change & improvement. (Ferguson, 1999). Strategic planning is BIG PICTURE, WIDE- SCREEN , CINEMA-SCOPE VISION (Ferguson, 1999)

The Ideal Strategic Planning is

Planning period vary & over time.
Process of planning is more important than publication of the plan. Flexible & dynamic. Its a team-building exercises The commitment of upper management. Need orchestration of efforts.

The Role of Integrated Communication Planning

Stage of planning
Strategic planning Operational plans Work plans

Support plans

Planning Exigencies

Communicators must understand mission, mandate & strategic objectives of the organization. Communicators convey the organization messages to the public though direct or indirect ways. They produce press releases, articles & other type

of publications to the media. They also write the speeches & press lines to the organizations spokeperson. Ideally, communication campaigns & activities support the organizations efforts to achieve its strategic goals & fulfill its mission and mandate.

Planning Exigencies

In sum, communication becomes a management function

& comm. executives holds advisory roles.

Factors determining period of the planning includes; Volatility of the environment

External environment
Financial

Communication Planning System

Points to consider; The head of communication should be a member of the executive team The head of communication should be an active participant in the development of mission & the setting of corporate goals. The head of communication should be the principal advisor on any communication Strategic comm. planning follow closely corporate or business planning. The most senior member of the organization should share ownership in the strategic communication plan. An integrated approach to comm. Planning implies cooperation between members of PR, advertising & marketing comm.

Communication Planning System

Division of task includes; The head of comm. work with corporate exec. team or

business manager strategic comm. plans. Middle-level comm manager work with business planners multiyear or annual operational & work plans. Lower-level comm officers in public affairs/PR/Marcomm/Advertising support plans.

Types of Comm. Plan: Purposes & Contents

Comm. plan do not exist in vacuum or isolation. It support corporate & business objectives. 5 types of Comm. Planning: 1. Strategic Plans 2. Operational Plans 3. Work Plans 4. Support Plans 5. Crisis Communication Plans

1) Strategic Plans
Annual/Multiyear Supplements corporate/business/functional plan.

The plan includes a background statement;

corporate/business/functional objectives; policy issues; external environment; internal environment; windows of opportunity; communication objectives; themes & messages; communication priorities; strategic considerations; consultation, partnership & negotiation requirements; performance indicators; and anticipated financial resources.

2) Operational Plans
General in scope Specify how the organization will achieve its strategic

objectives & establish the allocation of fund for varies communication ventures. Planners will rank order comm. Priorities, demonstrate the linkages to comm. Objectives in the strategic plan, identify ley client groups, indicate complementary activities & services & specify how the funds will be allocated accordingly.

3) Support Plans
A plan for managing specific activity (press conference) Initiative (campaign to encrourage people to buy new product or issue) A social marketing campaign (provide people with info to lead more healthy lifestyles) Ideal organization have at least 30 support plans a year.

Average support plan is approximately 5 pages in length.

4) Work Plans
Extension of operational planning
More concrete & specific Identify products or services, performance indicators, set

milestones, define evaluation methodologies & allocate resources to specific products, services & activities.

5) Crisis Communication Plans

Moments of terror. Elements of surprise, immediacy & reduced time of

decision making. Issues can lead to crises. The larger crisis communication plan contains components such as acknowledgements, introduction, crisis profile etc. The comm. Plan includes elements such as crisis indicator, comm. Team members, comm.strategies, response & control mechanism etc.

Conclusion
Of late, private firms and public organizations demand

new standard of accountability from communicators. They have to sets objectives and goals at the planning stage to meet the ultimate criteria. To ensure every mandate, mission or strategic goals are met, the organization must establish a strategic and operational framework. This framework will be a reference point to the communicator for planning efforts. Comprehensive planning is a critical new communication function that must be integrated into the planning cycles of the organization.

Thank you for your attention!!!