Public Relations Advertising


The past few decades have witnessed a substantial increase in the attention given by producers to their relations with various publics. There are many facets to public relations, which makes it difficult to develop a concise all-encompassing definition.

Public relations practice is the art and social science of analyzing trends, predicting their consequences, counseling organization leaders, and implementing planned programs of action which will serve the organization’s and the public interest.

Given the potential, advertising may provide an efficient instrument of communication in furthering the public relations of various firms.

Producers may have many “publics” to consider, including stockholders, employees, customers, prospective customers, professional educators, legislators, and citizen voters. All these and others have some interest in, and association with, specific firms. The attitudes that individuals and groups of people have toward the policies and practices of specific business institutions can have an important bearing on strikes, work slowdowns, consumer patronage, education of youth, and business legislation.

The means and ends of “public relations” advertising by producers are diverse. Generally, however, there is a common purpose—to favorably influence one or many of the firm’s public, in an inceasingly independent society.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Costs: Short Run and Long Run


In the short run costs are fixed; in the long run they become variable. This is the fundamental difference between long run and short run. The distinction is a matter of degree. The longer the run contemplated, the greater the range of costs regarded as variable rather than fixed.

Consider a manufacturing firm. Toward the variable cost end are the expenses of inputs like electric power, supplies of material, and ordinary labor services; toward the fixed end are costs associated of supplies or breakdown of machinery calls for a very short, say an hour’s, reduction of output. Some electric power would be saved in the slowdown, and there would be reduced usage of materials, but little else could or would be changed. If output were to be cut back over a period as long as a day, some labor might also be laid off. Over a period like a month a large function of the labor force might be furloughed (their wages would become a variable cost), and perhaps some leased equipment like trucks would be dispensed with. Finally, for a permanent reduction in output the firm will sell off machinery and scale down its real-estate commitments.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Communication, Business and You


Organizations bend over backward to see that communication both inside and outside the company are open, honest, and clear. Your ability to communicate increases productivity both yours and your organization’s. it shapes the impressions you make on your colleagues, employees, supervisors, investors, and customers. It allows you to perceive the needs of these stakeholders (the various groups you interact with), and it helps you respond to those needs. Whether you run your own business, work for an employer, invest in a company, buy or sell products, design computer chips, run for public office, or raise money for charities, your communication skills determine your success.

Good communication skills are vital because every member of an organization is a link in the information chain. The flow of information along that chain is a steady stream of messages, whether from inside the organization (staff meetings, progress reports, project proposals, research results, employee surveys, and persuasive interviews) or from outside the organization (loan applications, purchasing agreements, help-wanted ads, distribution contracts, product advertisements, and sales calls). Your ability to receive, evaluate, use, and pass on information affects your and your company’s effectiveness. 

Within the company, you and your co-workers use the information you obtain from one another and from outsiders to guide your activities. The work of the organization is divided into tasks and assigned to various organizational units, each reporting to a manager who directs and coordinates the effort. This division of labor and delegation of responsibility depends on the constant flow of information up, down, and across the organization. So by feeding information to your boss and peers, you help them do their jobs, and vice versa.

 If you are a manager, your day consists of a never-ending series of meetings, casual conversations, speaking engagements, and phone calls, interspersed with occasional periods set aside for reading or writing. From these sources, you cull important points and then pass them on to the right people. In turn, you rely on your employees to provide you with useful data and to interpret, transmit, and act on the messages you send them.

 If you are relatively a junior employee, you are likely to find yourself on the perimeter of the communication network. Oddly enough, this situation puts you in an important position in the information chain. Although span of influence may be limited, you are in a position to observe firsthand things that your supervisors and co-workers cannot see: a customer’s immediate reaction to a product display, a supplier’s momentary hesitation before agreeing to a delivery date, an odd whirring noise in a piece of equipment, or a slowdown in the flow of customers. These are the little gems of information that managers and co-workers need to do their jobs. If you don’t pass that information along, nobody will know about it—because nobody else knows. Such an exchange of information within an organization is called internal communication.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight