admin“We know perfectly well that business does not function by divine right but, like any other part of society, exists in the sanction of a community as a whole …
“Today’s public opinion, though it may appear as light as air, may become tomorrow’s legislation, for better or worse’’.
These are the words of Ralph Cordiner, the former president of General Electric Company.
Cordiner reflects on organisations functioning by structure which is either sanctioned by their publics and may ultimately become future legislation for the industry.
But according to Cordiner, this may foster organisational structures which can improve or stall business.
What it means is that most organisations today are guided by structure in form of charters like constitutions, acts or regulations, in their operations.
However, most of these charters are not given prominence by the industry and only come to light when the community or public opinion is raised. And in most cases public opinion takes root in organisational crises, controversy and instability.
For instance, the Zimbabwe Institute of Public Relations (ZIPR) has a structure governed by a constitution.
This constitution defines an advisory board and a council led by a president which oversees the activities and operations of the secretariat.
This ZIPR structure is practically non-existent but gets microscopic scrutiny once a litany of organisational unrest takes root.
To be more precise, the current Federation of International Football Association (FIFA) corruption crisis says it all.
In its serene and successful phases nobody in the world bothered to question the FIFA structure and it is only now that FIFA publics are talking of restructuring and reform of the international football mother body.
While FIFA is the current and easier example, many organisations internationally, regionally and locally are in this “structure” illusion and only see the importance of shading it to their publics and stakeholders when the sea develops waves.
It is in this regard that PR becomes crucial to organisational structure. It is in this vein that PR provides the checks and balances in organisational structure.
Crisis or no crisis, organisational publics and stakeholders should always be in the know with regard to organisational charters that define the structure of an industry or entity.
What then can PR do to ensure checks and balances in the industry’s organisational structures?
PR sells the structure to the organisation’s publics and stakeholders. It makes information available.
The practice may even provide voice for different viewpoints and above all, increases awareness of the organisational structure.
Amanda Barry, in her book “PR Power” (2002) notes that PR mobilises opinion and overcome apathy when creating awareness on organisational structures.
Zimbabweans would remember how opinion was mobilised by the Government in the drafting of the new Constitution.
The awareness created during the drafting of the new Constitution just before the last general elections helped Zimbabweans in general to understand more about the new Constitution as compared to the inherited Constitution after independence which many people do not know.
PR also helps organisations respond to public perceptions, power shifts and changes in environment when it comes to the industry’s organisational structures.
Therefore, PR stimulates debate and encourages change in behaviour, attitudes and perceptions because the publics or stakeholders would be aware of the organisational governing structure.
Knowing the governing structure of an organisation increases its attention to public accountability, social responsibility, as well as to transparency in the way it operates.
This way PR promotes understanding between business and its publics. Thus, building trust and confidence with opinion formers and policy makers.
What is also important to note is that PR is honest as a practice. There is no room for spin, ignoring valid criticism of the organisation and its governing structure or unreliability nor inconsistency about it because structures make the foot charters that define the organisation’s direction.
PR does not end there but also ensures that organisations do not make promises that cannot be delivered or encourage unrealistic expectations, and that gives credence to how they are run and governed.
Therefore with this PR enlightenment it is high time organisations, big or small, start managing their way of operation, governance and struc- ture.
Most organisations in the world, big or small, fail to succeed because the organisation, its employees and publics or stakeholders are in darkness in terms of the industry’s organisational structure of governance and operation.
And the only way to do this is for organisations to make the PR practice provide the checks and balances for their structures to avoid public scrutiny in crises, unrest, mergers, instability or any form of noise.
This article has been prepared by the Zimbabwe Institute of Public Relations. For feedback, comments and inquiries please email [email protected].
Online Reporter