We've come to the end of our journey through the vast realm of Public Relations. But there is still a bit more to go. Before we leave, we have one last reading to get through.
This week's chapter focuses on asian public relations management.
Now, as we've seen in week 3's chapter on theoretical contexts, there are many theories, and they do not necessarily apply equally to all cultures. One theoretical model cannot cover all aspects of public relations in Asia. Different practices and management strategies need to be employed in different circumstances in different countries because cultural differences result in different responses from the public of that culture.
Culture is one variant that requires PR practitioners to come up with new strategies, but another barrier to overcome is language. The language barrier is most evident, as least to English-speaking MNCs, in countries where English is not a native language. Worse still, where English is not even a commonly spoken or encountered language, especially in rural places. It is in these situations and environments that developing relationships and framing issues become most important.
Public relations can play key roles not only in business organisations, but also in government bodies, where they support nation-building and issues management in those contexts.
Therefore, we can see that public relations can be involved in all manner of organisations, and can play many different important roles within them. Public relations is a vast, wide world, with many players and many avenues for play.
And we have only just begun.
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