Chapter 8   Leave a comment

This chapter did not sit as well with me as the others have.  Like I have mentioned earlier, Seitel and I do no always see eye to eye on certain subjects, and I feel as if he is rather biased for a textbook author.  I believe that it is strange that he adds so much of his own personal thoughts and philosophies to the information, and his obvious opinion attempts to motivate the reader to feel as he does.  In a book that is trying to explain the art of public relations, and to help individuals that may want to pursue public relations as a career, he has a certain obligation to report everything evenly.  In particular, he provides a lengthy checklist for a successful focus group (pages 154-155), but glosses over five different interview types in only one page.  I think that when Seitel decides to provide a more in depth look at things, he does a great job at providing advice, but on the topics that he thinks are less relevant, (like the interviews) he leaves the reader somewhat in the dark.  However, I don’t want to rant about that the entire post.  However, I do take issue with the beginning pages of the chapter.  Seitel presents the concept of research and all of the results and analysis that stems from it as a method to qualify an individual’s job.  He makes it seem like the primary goal of research is to ensure that a person can keep their job.  It seems a bit sophomoric that research be used to promote one’s worth to an organization.  By the end of the chapter, Seitel is sure to state that research is important because it can help the public relations professional form new theories and strategies to help increase their effectiveness and over all performance, but it still seems that he is trying to paint research as a life ring to be clung to to summarize the efforts and use that public relations has to an organization.  If a public relations professional uses research to aide their work, then they should produce results, and results in itself will speak louder than any words will.  As Seitel says, “with resources limited and competition fierce, managers on every level demand accountability for every activity on which they spend money”.


Posted June 1, 2011 by Thinking&Drinkin in Reading Notes

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