This is “Chapter Summary”, section 5.4 from the book Public Relations (v. 1.0). For details on it (including licensing), click here.

For more information on the source of this book, or why it is available for free, please see the project's home page. You can browse or download additional books there. You may also download a PDF copy of this book (1 MB) or just this chapter (314 KB), suitable for printing or most e-readers, or a .zip file containing this book's HTML files (for use in a web browser offline).

Has this book helped you? Consider passing it on:
Creative Commons supports free culture from music to education. Their licenses helped make this book available to you. helps people like you help teachers fund their classroom projects, from art supplies to books to calculators.

5.4 Chapter Summary

In this chapter, we reviewed findings from the Excellence Study and other sources about the important impact that organizational culture and structure have on the communication function, the view the CEO holds of the public relations practice, and the reasons for encouraging a participative organizational culture as a factor that builds effectiveness. Research supports the notion that public relations is more effective for organizations when it is valued by the dominant coalition or C-suite, the organizational structure is relatively decentralized allowing decision-making autonomy, and there is a direct reporting line between the CCO and the CEO. Further, the Excellence Study argued that the best organizations value participation and diversity.

Obviously, these organizational factors are going to vary from organization to organization, and the structure and organizational cultural elements often reflect the unique needs of each.Argenti (2007). Some may be more centralized and more participative in culture, whereas others might be more decentralized but less participative.