Professional Documents
Culture Documents
World War I, however, some public relations practitioners began to base their work on
the behavioral and social sciences. Foremost among these practitioners was Edward
L. Bernays. As a nephew of Sigmund Freud, he took an interest in psychology and
based his practice on it.
Behavioral and social sciences, of course, would not be sciences if they were not
based on research. Thus, the introduction of a scientific approach made the practice of
public relations two-way: Practitioners both sought information from and gave
information to publics. Sciences also are based on theories; and the theories
introduced by Bernays were those of propaganda, persuasion, and the "engineering of
consent." J. Grunig and Hunt (1984), therefore, described the first two-way model of
public relations as the two-way asymmetrical model
-288The two-way symmetrical model makes use of research and other forms of two-way
communication. Unlike the two-way asymmetrical model, however, it uses research to
facilitate understanding and communication rather than to identify messages most
likely to motivate or persuade publics.
Each of the four models of public relations could serve as a normative
public relations. They could tell a practitioner how to be a press agent
information specialist, for example. We believe, however, that the
symmetrical model should be the normative model for public relations
describes how excellent public relations should be practiced.
theory of
or public
two-way
-- that it
.
Organizational Culture
Organizational culture has a strong influence both on who holds power and on how
the organization practices public relations. The relationship between culture
-298and power seems to be circular: People in power develop the culture of an
organization and organizational culture influences who gains power.
.
Sriramesh, J. Grunig, and Buffington reduce typologies of organizational culture to a
continuum between authoritarian and participative cultures. Authoritarian cultures
generally use a closed-system approach to management and participative cultures an
open-system approach. Evidence of the importance of these cultures came from R.
Pollack (1986) study of scientific organizations. R. Pollack developed several
questionnaire items to measure Donohue, Tichenor, and Olien (1973) concepts of
"knowledge of" and "knowledge about" science - concepts that can be associated with
closed- and open-system styles of management.
Knowledge of science comes from within the science system and reinforces that
system. Knowledge about science comes from outside the system and is more critical
The confusion between public relations and marketing also imposes a limited schema
on the public relations function in many organizations. Maymi ( 1987), for example,
found that the sports organizations she studied, with a schema of public relations as
press agentry, subsumed public relations under marketing. Fabiszak ( 1985) found that
emphasis on marketing in hospitals correlated most strongly with the two-way
asymmetrical model.
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Which model the dominant coalition chooses depends on whether the dominant
coalition feels threatened by that model and whether it fits with organizational culture,
the schema for public relations in the organization, and whether the public relations
department has the potential to carry out the preferred model In the dominant
coalition, public relations directors can influence organizational culture, the strategic
public chosen, and the model of public relations to be used for each public.
WHAT ORGANIZATIONS PRACTICE THE FOUR MODELS?
When J. Grunig and Hunt ( 1984, p. 22) formulated the four models of public
relations they speculated about the extent to which organizations practice each of the
models and about the kinds of organizations most likely to practice them. They
estimated that 50% of organizations practice public information, 20% two-way
asymmetrical public relations, and 15% each press agentry and two-way symmetrical
public relations.