The role of company’s top officials in corporate communications

Waste management has posed a lot of threats to both humanity and the stability of the natural environment. This study specifically investigated whether public relations’ media enlightenment campaign has any significant influence on waste management and also studied whether public relations’ community participation has any significant influence on waste management. The population of the study consists of residents of Enugu metropolis. Survey method was adopted for the study, and the sample size of 384 residents were determined using Cochran’s method. Cronbach’s Alpha was used to determine the reliability of 0.980. Using the convenience sampling technique, the questionnaires were distributed to 384 residents, and 295 of them were duly filled and validated. Using simple linear regression for data analysis, the findings revealed that public relations’ media public enlightenment campaign strategy has a significant influence on waste management (r = 0.933; t = 76.736; F = 5888.365; p < 0.05). Similarly, it was revealed that public relations’ community participation strategy has a significant influence on waste management (r = 0.930; t = 76.280; F = 5667.029; p < 0.05). Ergo, there is a need to improve on media public enlightenment campaign strategy towards educating and encouraging waste management behavior among residents through an adequate traditional and social media awareness campaign. Also, residents should be encouraged to participate actively and meaningfully in environmental waste management issues in Enugu metropolis. The implication is that residents will be more conscious of managing their wastes effectively as a result of adequate information gathering from the media and participation in waste management activities.

Acknowledgment
In the course of this study, a few research assistants contributed immensely in gathering primary data from the districts where the study was conducted. They include Ayogu Victor, Ayogu Boniface, Okolo Valentine, and Agu O. Agu.

This evaluation study responds to the need for public relations (PR) as a management function in building and maintaining reciprocal relationships between schools and industries that are increasing dramatically. The rapid development of public relations in Indonesia is influenced by socio-cultural changes in Indonesian society, which cannot be separated from the high intensity of national development. This evaluation research aims to compare the actual implementation of a PR program to its intended objectives in promoting cooperation between schools and industries. This study used the Discrepancy Evaluation Model (DEM) with four systematic stages: (1) definition, (2) installation, (3) process, and (4) product. The finding shows that there is no discrepancy between the program’s actual implementation and its predetermined objectives. The program implementation has met the criteria of success in achieving proposed goals (good category) and the program operates as it was planned. The program aimed to foster successful collaboration between schools and industries. The scope of the partnership includes information sharing for the purposes of curriculum development, student apprenticeship and competency tests.

Engaging stakeholders in reputation management processes in the digital economy, including through the use of their activity on the Internet and social networks, is a way to reduce the irrational reputation-support activity of the company’s management and staff. Given the empirical research data (sociological survey) on the Ukrainian food processing companies, the article analyzes stakeholder engagement to replace traditional activities of the company’s management and personnel in the reputation management system. As a result, the author’s hypothesis was proved that the natural development (increasing the maturity level) of the Reputation Management System (RMS) takes place towards a gradual transfer of reputation management functions from managers to enterprise stakeholders, that is, the traditional reputation activity of the company’s management and personnel is being replaced by stakeholder engagement. It is also proved that the level of development of the reputation management organizational system (organizational preconditions) should be high, but aimed not so much at ensuring the activity of the enterprise management and personnel to maintain its reputation, but rather at the involving stakeholders’ delegated to manage the company reputation.
It was found that the prioritizing stakeholder engagement over traditional reputation management activities at the Ukrainian food processing companies is in its infancy. The target state of the reputation management system, where stakeholder engagement is a priority over management activities, was found only in two enterprises out of 18 studied; in 11 of them, these two parameters are balanced, and in remaining five, traditional activity outwalks engagement. The results of the study of the organizational prerequisites for reputation management among enterprises preferring stakeholder engagement show that they have the following seven elements: 1) internal experts in filling and supporting the corporate website and the enterprise pages and brands on social networks; 2) corporate media editorial/text writers among enterprise staff members; 3) a specialized PR unit (reputation management department); 4) the reputa¬tion management business process is regulated; 5) the functional responsibilities of the reputation management participants are integrated with the job descriptions of the relevant employees; 6) a documented formalized PR strategy and operational plans for PR work in various time horizons; 7) a documented formalized plan of anti-crisis PR activities. The above elements make it possible to provide recommendations on the reputation management planning for enterprises seeking to take stakeholder engagement advantages in reputation management.