Role Taking and Sensitivity: Keys to Playing and Making Public Relations Roles

Culbertson, Hugh M.

doi:10.1207/s1532754xjprr0301-4_2

Cited by 12 publications

(7 citation statements)

References 36 publications

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“…Dozier's findings were criticized for trivialising the role of the technician by failing to take into account the role-making process (Culbertson, 1991), including factors such as differences in male and female practitioners (Creedon, 1991), and how practitioners perform managerial activities (Moss, Warnaby, & Newman, 2000). The two-role typology has been further critiqued for not being mutually exclusive (Grunig, Toth, & Hon, 2001) and creating a false dichotomy (Creedon, 1991).…”

Section: Historical Perspectives Of Public Relationsmentioning

confidence: 99%

Do They Have What It Takes? A Review of the Literature on Knowledge, Competencies, and Skills Necessary for Twenty-First-Century Public Relations Practitioners in Canada

Flynn

2014

Canadian Journal of Communication

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Section: Historical Perspectives Of Public Relationsmentioning

confidence: 99%

Do They Have What It Takes? A Review of the Literature on Knowledge, Competencies, and Skills Necessary for Twenty-First-Century Public Relations Practitioners in Canada

Flynn

2014

Canadian Journal of Communication

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“…5. The need for openness to varied points of view-breadth of perspective in communication along with sensitivity to people and emerging issues (Culbertson, 1989(Culbertson, , 1991. 6.…”

Section: Implications For Public Relations Educationmentioning

confidence: 99%

High-Minded Utilitarian Public Relations Students Dance to Two Drummers

Chen

Culbertson

2017

Journalism & Mass Communication Educator

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Many critics view deontology (focusing largely on the merits of an action itself) and utilitarianism (evaluation of an action based on its projected consequences) as rival approaches to ethical decision making. This survey of public relations students at three universities in the United States and one each in Hong Kong and mainland China suggest that, as various theorists propose, many people adhere to both schools of thought, with utilitarianism being the dominant view overall. Furthermore, belief in both schools appears to correlate with high-minded ethical thinking as measured by assessments of several hypothetical ethical decisions. Implications for teaching are suggested.

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“…Here Dozier 7 has argued that 'the manager-technician typology provides a parsimonious way to operationalise roles and test relations with the antecedent and consequential constructs'. Other roles researchers [8][9][10][11] however, have questioned the efficacy of this dual role typology, arguing that such a reductionist view may obscure some of the subtle yet significant differences in the range of tasks performed by practitioners. Toth and Grunig, 10 for example, have argued that this dual role typology may obscure the extent to which the manager and technician roles overlap, and Culbertson 8 has called for more research into the role-making process, focusing on the 'tightness' or 'looseness' of roles and the diversity of 'role-taking behaviour'.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Other roles researchers [8][9][10][11] however, have questioned the efficacy of this dual role typology, arguing that such a reductionist view may obscure some of the subtle yet significant differences in the range of tasks performed by practitioners. Toth and Grunig, 10 for example, have argued that this dual role typology may obscure the extent to which the manager and technician roles overlap, and Culbertson 8 has called for more research into the role-making process, focusing on the 'tightness' or 'looseness' of roles and the diversity of 'role-taking behaviour'. Moreover, feminist scholars such as Creedon 9 have argued that the manager-technician perspective tends to trivialise the technical work that female practitioners seem to perform to a greater degree than their male counterparts.…”

Section: Literature Reviewmentioning

confidence: 99%

Rediscovering what PR managers do: Rethinking the measurement of managerial behaviour in the public relations context

DeSanto

Moss

2004

Journal of Communication Management

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This paper explores the nature of managerial work in the public relations context drawing comparisons with the way mainstream management research has defined the main elements and processes of management within organisations. The paper begins with a critical review of the public relations and management literatures relating to managerial work and behaviour, highlighting the distinctively different approaches taken by public relations and management scholars in defining the nature of managerial work and behaviour. The paper goes on to present the findings of a qualitative investigation into the role and work patterns of practitioners occupying senior positions in cross sections of both US and UK organisations. The study identifies a number of common elements in pattern of “managerial” work performed by both UK and US‐based practitioners. The study also reveals the extent to which senior practitioners participate as members of the dominant coalition within their organisations and contribute to strategic decision making. The paper concludes by reflecting on the adequacy of existing definitions and understanding of the managerial dimension of the role played by practitioners within organisations.

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Role Taking and Sensitivity: Keys to Playing and Making Public Relations Roles

Cited by 12 publications

References 36 publications

Do They Have What It Takes? A Review of the Literature on Knowledge, Competencies, and Skills Necessary for Twenty-First-Century Public Relations Practitioners in Canada

Do They Have What It Takes? A Review of the Literature on Knowledge, Competencies, and Skills Necessary for Twenty-First-Century Public Relations Practitioners in Canada

High-Minded Utilitarian Public Relations Students Dance to Two Drummers

Rediscovering what PR managers do: Rethinking the measurement of managerial behaviour in the public relations context

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