Collaboration and conflict between agencies and clients

Public relations agencies are an important part of the public relations industry, but their relations with client organizations are rarely studied. There is more literature and studies in agency-client relations in advertising than in public relations. This paper reviews literature and reports results of an empirical study into perceptions of public relations agencies and their clients on the reasons for their cooperation and sources of conflict between them. Results show that agencies misperceive reasons for which they are hired and the sources of conflict in the relationship. The paper offers several suggestions about how to tackle the problem: notwithstanding rebranding into consultancies and firms, public relations agencies-client relations should be studied as a particular example of a broader family of agency-client relations. Also agencies should study and strategically manage relations with their clients, while being realistic about client organization’s needs – sometimes they just need additional arms and legs

Exploring diversity and empathic leadership, CommTech and consulting in communications: results of a survey in 43 countries

The 2022 edition of the world's longest running empirical study on current and future developments in strategic communication, the European Communication Monitor, surveyed communication professionals in 43 countries, producing the following highlights: • Diversity, equality and inclusion are influencing organisational policies and communications worldwide - but only every second communicator in Europe has closely followed global trends and discussions in this area • Most practitioners have experienced empathic traits from communication leaders; this has a significant positive impact on commitment, engagement and mental health • To date, very few communication departments have established an advanced use of CommTech to digitalise internal workflows and communication activities - organisational structures are identified as the main obstacle to rapid transformation • Quality of consulting in communications is difficult to achieve; corresponding standards for both consultants and clients are advocated by three out of four respondents • The study reveals significant differences between countries as well as between companies and non-profits across Europe The full report is available for free at www.communicationmonitor.eu

Strategic communication across borders: Country and age effects in the practice of communication professionals in Europe

In this research we investigated whether the perception of the importance of certain types of media, strategic issues, and excellence in the professional field of strategic communication in Europe differs across countries and across generations. Data were used from the 2007 (N = 1087) and 2016 (N = 2710) edition of the European Communication Monitor (ECM), an annual survey among strategic communication professionals in Europe. For the first time a basic two-level multilevel regression model was used to assess country effects and individual predictors (age, gender, education, position, and experience in the field) of media use (of mass media, owned media, social media, and interpersonal communication) and perceptions of the level of excellence of communication of the organisation. Country and generational effects on the perception of strategic issues for the field were analysed using chi-square tests. Results show that in 2016 country effects are significant for the perception of the importance of mass media and social media use, interpersonal communication, and strategic issues for the field. In 2007 no such country effects were found. These results suggest that the influence and the context of the country of residence of the strategic communication professional has increased between 2007 and 2016

How Communication and Control Processes Improve Quality

In order to achieve excellence, an organization should use two key instruments—quality and an effi cient and effective communication process amongst all employees—so it can attain quality management. This chapter aims to examine whether organizational communication and quality are interrelated, in order to answer the following question: Is it necessary to improve communication within an organization so that quality management can be effi ciently and effectively pursued? For this purpose, data were collected through the administration of a questionnaire to the staff of a Portuguese public organization. The fi ndings showed that, in this organization, communication among employees of various sectors is satisfactory and that there is mutual help between them in order to improve the organizational performance