Lance A. Berger and Harold E. Glass
The recent lessons of the recession have taught human resources planners to think about controlling people costs before their companies get pinched by a sluggish economy. To do…
Abstract
The recent lessons of the recession have taught human resources planners to think about controlling people costs before their companies get pinched by a sluggish economy. To do this, business and human resource strategy must be linked in a systematic and quantifiable way.
This article is a condensation of the author's work that first appeared in “Dimensions” Nov. 1980, the magazine of the National Bureau of Standards, U.S. Dept. of Commerce. With…
Abstract
This article is a condensation of the author's work that first appeared in “Dimensions” Nov. 1980, the magazine of the National Bureau of Standards, U.S. Dept. of Commerce. With non‐destructive testing techniques playing an increasing role in corrosion monitoring, it is published here as it is felt that it gives a succinct introduction to NDT which will be useful to those not yet familiar with the technology.
A study of the published statements of Australian school administrators revealed that two distinctive configurations of power and service relationships are projected in their…
Abstract
A study of the published statements of Australian school administrators revealed that two distinctive configurations of power and service relationships are projected in their publically presented images of state school administration as it relates to government and the public. A previous Traditional Centralist‐Unity configuration is now being replaced by an Emergent Devolution‐Diversity conformation. Analysis was directed to (a) understanding the significance of the two images in terms of their function as public communications, and (b) accounting for the shift in the imagery in the light of pressures for change, the way administrators are interpreting change as turbulence, and the projection of counter images incorporating critiques of government school systems. To help organise analysis, it was assumed that images of system administration have the potential to communicate: 1. information, 2. explanation, 3. judgements and value positions, 4. statements designed to advance sectional interests, and 5. themes and persuasive symbols. It was also assumed that the shift in the public images of administrators may be studied in the way their images relate to three basic sources of administrative tension: tensions which arise from problems of meaning, problems of aspiration, and problems of practice.
Since the 1950s four distinct inductive research traditions developed in California, following the migrations of Herbert Blumer, Erving Goffman, Anselm Strauss, Harold Garfinkel…
Abstract
Since the 1950s four distinct inductive research traditions developed in California, following the migrations of Herbert Blumer, Erving Goffman, Anselm Strauss, Harold Garfinkel, Jack Douglas, and others. Each of these traditions has made intellectual, organizational, service, pedagogical, financial, and personal contributions to the growth and development of symbolic interaction.
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Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are…
Abstract
Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.
Jin‐Ae Kang and Bruce K. Berger
This study sets out to understand the extent to which public relations practitioners use dissent tactics in the face of organizational unethical decisions, and to examine how…
Abstract
Purpose
This study sets out to understand the extent to which public relations practitioners use dissent tactics in the face of organizational unethical decisions, and to examine how organizational environment facilitates such dissent.
Design/methodology/approach
A web‐based survey was conducted with the assistance of the research team of the Public Relations Society of America (PRSA). A systematic random sample of 6,126 practitioners was drawn from the 2008 PRSA membership directory.
Findings
The results reaffirmed that “assertive confrontation” was the most frequently adopted tactic to resist an unethical organizational decision. Practitioners were more likely to confront management in an organization where top leaders do not support or exhibit ethical behavior. When an organization does not have an ethics code, practitioners were more likely to agitate others to oppose the unethical decision. Selective use of information and sabotage tactics were adopted when an organization does not value open communication.
Research limitations/implications
The study was limited to practitioners in the USA, and the response rate was very low (4.02 percent).
Originality/value
As one of the grounding studies in public relations dissent, this research contributes to better understanding how public relations practitioners make an effort to promote organizational ethics by resisting unethical organizational decisions. The study also sheds light on the characteristics and nature of dissent in public relations, an important but little explored area in the field.