DPR1503
Assignemnt 3 PORTFOLIO Semester 1 2026
Unique number:
Due Date: 29 May 2026
INTRODUCTION
This portfolio explores key concepts in public relations, drawing on current case studies and
practical examples to demonstrate understanding and application of core PR principles. The
portfolio begins by analysing UNISA’s social media service delivery and identifies how
PRISA’s core values, including management functions, establishment of relationships,
understanding and acceptance, co-operation, and engagement with publics, manifest in
contemporary practice. It then examines Seitel’s categorisation of publics through visual
examples, illustrating the relevance of identifying and understanding stakeholder groups.
Additionally, the portfolio applies systems theory to evaluate the Office of the Tax Ombud,
determining whether it operates as an open or closed system, and providing evidence-based
justification. Finally, the portfolio addresses internal public relations strategies within an
organisational context, specifically how an internal PR officer can foster employee
engagement, trust, and morale following organisational change. Collectively, this portfolio
demonstrates the integration of theoretical knowledge with practical application in real-world
PR scenarios.
QUESTION 1 Terms of use
By making use of this document you agree to:
a. Management functions Use this document as a guide for learning, comparison and reference purpose, Terms of use
Not to duplicate, reproduce and/or misrepresent the contents of this document as your own work,
By making use of this document you agree to:
Use this document
Fully accept the consequences
solely as a guide forshould you plagiarise
learning, reference,or and
misuse this document.
comparison purposes,
Ensure originality of your own work, and fully accept the consequences should you plagiarise or misuse this document.
Comply with all relevant standards, guidelines, regulations, and legislation governing academic and written work.
Disclaimer
Great care has been taken in the preparation of this document; however, the contents are provided "as is" without any express or
implied representations or warranties. The author accepts no responsibility or liability for any actions taken based on the
information contained within this document. This document is intended solely for comparison, research, and reference purposes.
Reproduction, resale, or transmission of any part of this document, in any form or by any means, is strictly prohibited.
, +27 81 278 3372
INTRODUCTION
This portfolio explores key concepts in public relations, drawing on current case
studies and practical examples to demonstrate understanding and application of core
PR principles. The portfolio begins by analysing UNISA’s social media service
delivery and identifies how PRISA’s core values, including management functions,
establishment of relationships, understanding and acceptance, co-operation, and
engagement with publics, manifest in contemporary practice. It then examines
Seitel’s categorisation of publics through visual examples, illustrating the relevance
of identifying and understanding stakeholder groups. Additionally, the portfolio
applies systems theory to evaluate the Office of the Tax Ombud, determining
whether it operates as an open or closed system, and providing evidence-based
justification. Finally, the portfolio addresses internal public relations strategies within
an organisational context, specifically how an internal PR officer can foster employee
engagement, trust, and morale following organisational change. Collectively, this
portfolio demonstrates the integration of theoretical knowledge with practical
application in real-world PR scenarios.
QUESTION 1
a. Management functions
Public relations is a management function that helps organisations plan, implement,
and evaluate communication strategies.
In the article, the Student Communication and Service Centre (SCSC) and the Social
Media Office actively manage Unisa’s digital engagement channels, responding to
enquiries and overseeing the university’s social media presence. Their operational
role in developing and implementing policies, strategies, and guidelines shows PR
functioning as a strategic and managerial activity, not just reactive communication.
b. Establishes
This refers to PR’s role in building or establishing relationships and understanding
between an organisation and its publics.
Disclaimer
Great care has been taken in the preparation of this document; however, the contents are provided "as is"
without any express or implied representations or warranties. The author accepts no responsibility or
liability for any actions taken based on the information contained within this document. This document is
intended solely for comparison, research, and reference purposes. Reproduction, resale, or transmission
of any part of this document, in any form or by any means, is strictly prohibited.
Assignemnt 3 PORTFOLIO Semester 1 2026
Unique number:
Due Date: 29 May 2026
INTRODUCTION
This portfolio explores key concepts in public relations, drawing on current case studies and
practical examples to demonstrate understanding and application of core PR principles. The
portfolio begins by analysing UNISA’s social media service delivery and identifies how
PRISA’s core values, including management functions, establishment of relationships,
understanding and acceptance, co-operation, and engagement with publics, manifest in
contemporary practice. It then examines Seitel’s categorisation of publics through visual
examples, illustrating the relevance of identifying and understanding stakeholder groups.
Additionally, the portfolio applies systems theory to evaluate the Office of the Tax Ombud,
determining whether it operates as an open or closed system, and providing evidence-based
justification. Finally, the portfolio addresses internal public relations strategies within an
organisational context, specifically how an internal PR officer can foster employee
engagement, trust, and morale following organisational change. Collectively, this portfolio
demonstrates the integration of theoretical knowledge with practical application in real-world
PR scenarios.
QUESTION 1 Terms of use
By making use of this document you agree to:
a. Management functions Use this document as a guide for learning, comparison and reference purpose, Terms of use
Not to duplicate, reproduce and/or misrepresent the contents of this document as your own work,
By making use of this document you agree to:
Use this document
Fully accept the consequences
solely as a guide forshould you plagiarise
learning, reference,or and
misuse this document.
comparison purposes,
Ensure originality of your own work, and fully accept the consequences should you plagiarise or misuse this document.
Comply with all relevant standards, guidelines, regulations, and legislation governing academic and written work.
Disclaimer
Great care has been taken in the preparation of this document; however, the contents are provided "as is" without any express or
implied representations or warranties. The author accepts no responsibility or liability for any actions taken based on the
information contained within this document. This document is intended solely for comparison, research, and reference purposes.
Reproduction, resale, or transmission of any part of this document, in any form or by any means, is strictly prohibited.
, +27 81 278 3372
INTRODUCTION
This portfolio explores key concepts in public relations, drawing on current case
studies and practical examples to demonstrate understanding and application of core
PR principles. The portfolio begins by analysing UNISA’s social media service
delivery and identifies how PRISA’s core values, including management functions,
establishment of relationships, understanding and acceptance, co-operation, and
engagement with publics, manifest in contemporary practice. It then examines
Seitel’s categorisation of publics through visual examples, illustrating the relevance
of identifying and understanding stakeholder groups. Additionally, the portfolio
applies systems theory to evaluate the Office of the Tax Ombud, determining
whether it operates as an open or closed system, and providing evidence-based
justification. Finally, the portfolio addresses internal public relations strategies within
an organisational context, specifically how an internal PR officer can foster employee
engagement, trust, and morale following organisational change. Collectively, this
portfolio demonstrates the integration of theoretical knowledge with practical
application in real-world PR scenarios.
QUESTION 1
a. Management functions
Public relations is a management function that helps organisations plan, implement,
and evaluate communication strategies.
In the article, the Student Communication and Service Centre (SCSC) and the Social
Media Office actively manage Unisa’s digital engagement channels, responding to
enquiries and overseeing the university’s social media presence. Their operational
role in developing and implementing policies, strategies, and guidelines shows PR
functioning as a strategic and managerial activity, not just reactive communication.
b. Establishes
This refers to PR’s role in building or establishing relationships and understanding
between an organisation and its publics.
Disclaimer
Great care has been taken in the preparation of this document; however, the contents are provided "as is"
without any express or implied representations or warranties. The author accepts no responsibility or
liability for any actions taken based on the information contained within this document. This document is
intended solely for comparison, research, and reference purposes. Reproduction, resale, or transmission
of any part of this document, in any form or by any means, is strictly prohibited.
