PR in Public Sector

For farther and more structural understanding of the Public Relations, it would be helpful to discuss the four-model framework that was developed in 1984 by Grunig and Huang (1995). These four models of public relations are:
1. press agentry,
2. public information,
3. two-way asymmetrical, and
4. two-way symmetrical.
Together, “Press agentry and public information form a continuum of craft public relations, which ranges from propaganda (press agentry) on one end to journalism (public information) on the other. The two-way models make up a continuum of professional public relations, which ranges from persuasion on one end (two-way asymmetrical) to conflict management (two-way symmetrical) on the other” (Grunig et al. 1995, 164).
It is worth noting that the public information model which is focused on the one-way communication or dissemination of information from a “source to a receiver” appears to be most popular in government agencies. In this model manipulation or persuasion is possible, though supposed to be intended and it also can be assumed that the receiver has little opportunity to provide feedback to, or influence the source. That is to say that the one-side model is most convenient for government agencies, since the source, while changing the receiver’s attitude and behavior, may remain unchanged. It is not surprising that government communications, which are largely supposed to provide information for citizens, remain distrusted because governments are widely perceived as putting a spin on every message, promoting image over substance, and exaggerating benefits. The practice of two-way symmetrical public relations is more appropriate in democratic structures, because it involves the use of “bargaining, negotiating, and strategies of conflict resolution to bring about symbiotic changes in the ideas, attitudes, and behaviors of both the organization and its publics” (Grunig et al. 1995, 169).
As Young (2007) put it in his general analysis, democratic governments are involved in intensive communication programs that are directed at broad audiences of citizens and communities. The motivation is to provide useful information to citizens, including information on changes in services and programs.
Moreover, PR in Public Sector should provide good communication, involving specialist public relations, social marketing and communications consultancy to organizations across the public sector. Its activities increasingly become subject to the techniques of modern marketing, while avoiding some challenges in fast changing environment and profits, product development and branding. Also there are issues that the Public Relations face in their way to retain democratic accountability - issues like the flexibility of the work within the bureaucratic environment, stakeholders priorities (because often there are monopolies with stable stakeholders), political pressures.
Good Public Sector Communication
According to Wideman (2001) good communication is an essential part of any successful organizational strategy for the general public to have transparency and accountability in the public sector in order to increase their voice and choice (“the empowered citizen”). Here it is proper to mention one more time, that honest, two-way communication is the only feasible choice for public organizations to build their reputation and strengthen relationships with their constituencies. Public sector first should strengthen PR departments in the state bodies, and second - communication should no longer start with the crafting of a message and deliver it to the citizens (which is considered as linear activity). Rather it should be a circular process of listening, learning, and letting people know. This circular approach to communication is far more effective than because it creates trust between an organisation and its constituencies. And with trust comes credibility.