2012 PROCEEDINGS - Public Relations Society of America

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speaking about excellence in public relations agencies. He defined it as a skill possessed by agency practitioners to adapt to and adopt the company cultures of all their clients, in order to ensure accurate and effective communication practices. He said: This is what I call the Chameleon factor. You have to be able to adapt to your clients‘ corporate culture. You have to be what you need to be at any given moment. People who can do well in an agency have to be flexible to be able to work with different work cultures. In reasoning the exclusion of public relations agencies from the Excellence theory, authors Dozier, Grunig and Grunig (1995) wrote that determining and measuring relevant organizational culture, which is a strong focus of the Excellence theory, was problematic for an agency. The ‗Chameleon Factor‘ addresses this point. The culture of an agency can be measured as participative, but the unique characteristic of an agency is the ability to be so open as to mirror multiple company cultures to suit its clients‘ needs. However, the culture within the agency, distanced from its clients, is consistent and measureable. The most significant implication for future research is the idea that most public relations agencies are excellent in nature given their common structure and participative culture. An agency‘s strong knowledge core, understanding and value placed on shared expectations, established participative cultures, keen sense of shared power with internal dominant coalitions, and tendency to be hired as strategists opposed to technical expertise, may mean that most agencies are excellent by definition. Since a key characteristic of an excellent organization is the power given to the communication department, it would be interesting to study whether all organizations that bring in agencies for strategic planning council are deemed excellent because they place a high value on communication expertise. Public relations agencies may be able to reposition themselves as highly a valued necessity rather than a technical luxury. References Alanazi, F. M. & Rodrigues, A. (2003). Power bases and attribution in three cultures. The Journal of Social Psychology, 143, 375-395. Berger, B. K. (2005). Power over, power with, and power to relations: Critical reflections on public relations, the dominant coalition, and activism. Journal of Public Relations Research, 17, 5-28. Berger, B. K. (2007). Public relations and organizational power. In E. L. Toth (Ed.), The future of excellence in public relations and communication management: Challenges for the next generation (pp. 221-234). Mahwah, NJ: Erlbaum. Broom, G. M. (2009). Cutlip and center‟s effective public relations (10 th Edition). Upper Saddle River, NJ: Pearson Prentice Hall. Bureau of Labor Statistics, U.S. Department of Labor, 2010 occupational outlook handbook. Retrieved June 2, 2012, from http://www.bls.gov/ooh/Management/Public-relationsmanagers-and-specialists.htm Curtin, P. A., & Gaither, T. K. (2005). Privileging identity, difference and power: The circuit of culture as a basis for public relations theory. Journal of Public Relations Research, 1, 91- 115. Cutlip, S. M., Center, A. H., & Broom, G. M. (1999). Effective public relations. Upper Saddle River, NJ: Prentice Hall. 126
Dozier, D. M., Grunig, L. A., & Grunig, J. E. (1995). Manager‟s guide to excellence in public relations and communication management. Mahwah, NJ: Erlbaum. French, J. R., & Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed.), Studies in social power (pp. 150-167). Ann Arbor, MI: Institute for Social Resources. Grunig, J. E. (Ed.). (1992). Excellence in public relations and communications management. Hillsdale, NJ: Erlbaum. Grunig, J. E. (2006). Furnishing the edifice: Ongoing research on public relations as a strategic management function. Journal of Public Relations Research, 18, 151-176. Grunig, J. E., & Grunig L. A. (1998). The relationship between public relations and marketing in excellent organizations: Evidence from the IABC study. Journal of Marketing Communications, 4, 141-162. Grunig, L. A., Grunig J. A., & Dozier, D. M. (2002). Excellent public relations and effective organizations: A study of communications management in three countries. Mahwah, NJ: Erlbaum. Heath, R. L. (2006). Onward into more fog: Thoughts on public relations research directions. Journal of Public Relations Research, 18, 93-114. Lauzen, M. M., & Dozier, D. M. (1992). The missing link: The public relations manager role as mediator of organizational environments and power consequences for the function. Journal of Public Relations Research, 4, 205-220. Lauzen, M. M., & Dozier, D. M. (1994). Issues management mediation of linkages between environmental complexity and management of the public relations function. Journal of Public Relations Research, 6, 163-184. Marsh, C. (2008). Postmodernism, symmetry, and cash value: An Isocratean model for practitioners. Public Relations Review, 34, 23-243. Nesler, M. S., Aguinis, H., Quigley, B. M., Lee, S. J., & Tedeschi, J. T. (1999). The development and validation of a scale measuring global social power based on French and Raven‘s power taxonomy. Journal of Applied Social Psychology, 29, 750-771. Peiró, J. M. & Meliá, J. L. (2003). Formal and informal interpersonal power in organizations: Testing a bifactorial model of power in role-sets. Applied Psychology: An International Review, 52(1), 14-35. Raven, B. H. (1965). Power and leadership. In I. Steiner & M. Fishbein (Eds.), Current studies in social psychology (371-382). Chicago: Holt, Rinehart and Winston. Raven, B. H. (2008). The bases of power and the power/interaction model of interpersonal influence. Analyses of Social Issues and Public Policy, 8, 1-22. Raven, B. H., Schwarzwald J., & Koslowsky, M. (1998). Conceptualizing and measuring a power/interaction model of interpersonal influence. Journal of Applied Social Psychology, 28, 307-332. Reber, B. H., & Berger, B. K. (2006). Finding influence in public relations practice. Journal of Communication Management, 10, 235-249. Toth, E. L. (Ed.). (2007). The future of excellence in public relations and communication management: Challenges for the next generation. Mahwah, NJ: Erlbaum. Warren, D. I. (1968). Power, visibility, and conformity in formal organizations. American Sociological Review, 33, 951-970. 127
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2 0 1 2 P R O C E E D I N G S S A N
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Table of Contents Research Papers A
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RESEARCH PAPERS 5
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campus public relations agency. Wor
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involves researchers reviewing the
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showed generalizibility. Therefore,
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References Allen, M. J. (2004). Ass
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Table 2 Small sample of the evoluti
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Table 4 Instrument Refinement Data
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Table 5 Instrument Refinement Data
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Appendix Firm‟s Logo Client Satis
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This section addresses how you feel
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Communication Tools/Tactics Created
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Communication Skills of the Student
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Additional Comments This section al
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Hope for the Future: Millennial PR
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difference with their work, and the
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with participants lacking discretio
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advise on the best strategy, not to
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opportunities.‖ She also added th
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answering all of these questions th
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2011). The lack of control some Mil
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References Berger, B. K., & Reber,
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Looking Back, Looking Forward: A Th
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Internet and Web would help democra
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In 2010, Smith (2010b) used Twitter
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ecently reported implications of Wi
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Internet, as well as the role of cu
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In 2011, Freberg, Graham, McGaughey
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Conclusion Figure 1 on the followin
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How can new media be used to increa
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DiStaso, M.W. (2012). Measuring pub
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Johnson, M.A. (1997). Public relati
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McKeown, C.A., & Plowman, K.D. (199
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Sweetser, K.D. (2007). Blog bias: R
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Yang, A., & Taylor, M. (2010). Rela
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effective public relations practiti
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Page 89 and 90: In the context of the public relati
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Page 97 and 98: Organizational factors are importan
Page 99 and 100: extend one‘s social capital; in c
Page 101 and 102: Duhachek, A. (2005). Coping: A mult
Page 103 and 104: 5. Instrumental Support I tried to
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Page 113 and 114: David, P., Kline, S., & Dai, Y. (20
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Do this Click on “Content,” the
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Preparing Backgrounders and Proposa
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going out to eat. But what does tha
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Teaching and Mentoring Through Soci
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prevalent in journalism students wh
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normalization was utilized as the r
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But what about the students in grou
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“How a Graduate Practicum Class H
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O How did the client feel about the
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students practice skills and educat
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References Bagglione, S. (2006) Rol
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etween client preferences, practice
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References Austin, L.L., & Toth, E.
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webinars that will be used in one o
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Assessing the State of Public Relat
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adequately prepares students for la
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eviewed articles; the other two may
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The remaining points possible were
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2012 PROCEEDINGS - Public Relations Society of America

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