grunig and hunt s four models of public relations

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Grunig and Hunt (1984)’s four types of public relations are perhaps the most frequently used theories during a call. They are within that they split a complicated subject matter into 4 fundamental areas which can then be independently addressed. Organizations may refer to these types in building their CSR efforts.

For instance , the initial area (Press Agentry) works with the activities of people who will do anything to gain promotion. Perhaps Bransonesque stunts are not appropriate for establishing convincing cultural responsibility, although certainly popular advertising of your particular endeavor (such while BP’s cleaner fuel promise) will be useful.

The Second model describes the modern complexities in the growingly appropriate one-way information for organizations.

An effective sort of this can be seen in Shells unexpectedly honest environmental reporting; firms wishing to be viewed as ethical must undertake similar approaches whether they become communicated through large scale media organisations or possibly through the firms own website (a cheaper and safer option).

Model 3 and 4 handle asymmetric and symmetric dual end communication respectively. Some dispute the existence of a real symmetric style is difficult, but Grunig and Quest (1984) firmly insist it to be the most effective. Businesses should aim to implement CSR programs that consider the goal of the PAGE RANK work to become as important as or more important compared to the company by itself; such as the above mentioned BP pulling out of a possibly lucrative Alaskan Oil drilling project inside the interests in the environment.

I firmly assume that in most cases in which a corporation can be attempting to become more responsible, the strategy is merely another approach to gaining competitive advantage in a growing market. A businesses need to separate themselves coming from competition within a society in which the consumer is somewhat more informed than previously means that CSR is an important facet of any businesses strategic organizing.

BP’s reputation (through comprehensive advertising) of ‘cleaner petrol’ was only a byproduct of the unselfish socially responsible program to create cleanser more efficient fuel? I don’t think so! BP’s efforts to create cleaner/betterfuel is known as a clever work to create a distinguishable product within a homogenous industry whilst building a favourable reputation. As Leisinger (2002) declares:

“In 1994, according to a survey done by the Walker Research Institute, some 78% of American buyers avoided products from businesses of which they had negative awareness; 48% of such consumers declared that their getting decisions were influenced by the morality of companies’ business practices. 

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