A Struggle to Dominant Coalition

While the subject of public relations is generally understood to be a management discipline, many top executives in various industries choose either not to identify with it at all. Most of them define PR as a subset of marketing or press relations.

Global expansion of industry and commerce has not only brought public relations management into sharp focus but clarifying context and position in relation to other organization or corporate priorities. 

A public relations office will only as useful to management as management wants it to be. If management thinks of the public relations operation in a small way, then it will occupy a small place in the scheme of things and its contribution will be small. If management thinks it is important, then it will occupy a prominent place and its contribution will be significant. (Cutlip, et al 1985)

I think you need to draw a distinction between those who have a one dimension contribution to make, such as the public relations person, and those who are dealing with the total management of the organization (Hogg and Doolan, 1999)

The management do not see PR as part of the core activity, they see PR as an added extra which is quite nice to have if you can afford. 

In other words, the role support for public relations is more verbal than fiscal.

When one considers its emphasis on participating in top management decision making, as a dominant coalition (Grunig, 1992) one has to exhibit a strong desire to enact such a role and there is No Excuse for No Evaluation, states Jim MacNamara (2001). PR people should be numeric rather than rhetoric. Useful research and evaluation should be carried out.

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