Comments Everett, "In terms of international research, this is considered ground-breaking, for it proves that the work performed by PR managers (and consultancies) is strategic. PR has grown-up."
In her thesis for her Masters in PR Management & Strategic Communication, Everett has empirically verified two PR manager roles, 'strategic PR manager', and 'operational PR manager', which, apart from media relations at a strategic level, undertake no other technical aspects of PR.
This supports Benita Steyn's seminal study in 2000 (The South African CEO's role expectations for a public relations manager) where Steyn confirmed three roles for the PR practitioner, namely the PR technician; the (redefined) PR manager; and the PR strategist, each having very specific roles and operating at different levels within the organisation.
Everett's role of the 'strategic PR manager' is to undertake environmental scanning and issues management. By doing so, the consequences of decisions can be assessed and influenced before they impact upon the organisation's various stakeholders.
Environmental scanning entails speaking to stakeholders, identifying their needs and issues, and developing formal and informal communication programmes. It also involves formative research to identify potential issues and defining objectives for programmes to be communicated with the relevant stakeholders.
Furthermore, the practitioner who enacts the role of the 'strategic PR manager' helps the organisation identify the strategic stakeholders with whom it needs to build relationships.
The 'operational PR manager' role, as defined by Everett, includes trouble-shooting and problem solving - usually with an internal focus - commissioning of external agencies, negotiating with other managers about resources and setting of targets and policies for the PR function, and implementing the organisation's communication strategies.
These support the findings by Steyn, who states that the PR manager role conducts pure managerial duties at the middle-management level of the organisation. According to Everett, such activities include taking responsibility for the success/failure of corporate communication plans; taking responsibility for the success/failure of the corporate communication strategy; managing the implementation of corporate communication plans; and monitoring the performance of corporate communication practitioners/sub divisions.
An important finding by Everett is that the technician role did not emerge as a managerial function. The only 'technical' role appearing in the final data analysis was that of 'media relations', which fell under the activities of the 'strategic PR manager'. This stands to reason as South Africa has an oftentimes volatile union movement, requiring the organisation to skilfully negotiate the media.
Conclusively, it is the role of the PR manager to think strategically - to look at the goals and mission of the organisation and assist in delivering honest, open communication programmes or develop systems that reach their employees and help them understand the business of doing business
According to Everett, the question that now begs itself is: "By what means can we now close the gap between the CEO and the organisation's public relations division?"
Tery Everett is communication manager in the Office of the Commissioner: Transformation Division at the South African Revenue Service.
