Effective organization management is determined by the level and quality of public relations employed by the leadership in it. This has mainly been the case due to the direct demand for organizations to enhance their images to the external world upon which they rely on. Of greater importance are the services industries which directly rely on the consumers perceptions of their services as opposed to direct supply of products.
Being considered as a direct intrinsic system to activate their system for external image, most of the leaders have been strongly embarking on it to ensure higher returns for their organizations. Such has been the case with the (DoD) Military Public Affairs system which has greatly tried to integrate itself with the community via offer of different services and direct interlink with them. Community relations objectives
Arguably, ethical demands are considered to be intrinsically derived and externally displayed with emphasis on cohesive relations between organizations and the public. Therefore, it originates from the core of the management and effected by the established systems. In the theory of public relation ethics, Albert Sullivan argues that public relations involves a direct internalized system which is expressed externally via direct activities and interlink with the public (Pearson, 1999).
Pearson continues to say that ethics begin with the people’s minds that must conceptualize it to become part of their system. Military Public Affairs has internalized the system by inculcating it to the immediate internal network necessary to develop the correct culture for the DoD. The Department emphasizes on its commitment to fostering good relations on mutually acceptable terms with the public, at home, and abroad on which the military depends on.
Of greater importance is the emphasis by the DoD on the need for holistic adherence to human dignity and sanctity at all times (Department of Defense (DoD), 2007). Though military specialists have been calling for less involvement of the military with the public issues, the department has defied odds and ensured direct interface upon which the public have increasingly been informed on the roles and duties of the department in relation to their security and that of the international community.
Besides, the policies of the Department of Defense have increasingly been taught to the public and opened for direct criticism as well as possible recommendations on improvements for the same. Direct support and integration with the community According to Russel (1966), human actions and desires are direct reflections for the sense of mind which is often used to denote the best possible consideration that would guarantee highest returns for them. However, this has been a major center for conflicts between the people and their systems in the society.
Russel ethics indicates that external consideration is of essence for extended benefits. However, scholars have argued that care should be taken to reduce the negative effects that result from the actions perceived to be good. As a result, the Department of defense has been supporting organizations through loans and fund-raising. The head of DOD Component Command may provide a limited basis for equipments and logistical support to needy organizations especially those dealing with humanitarian services (Department of Defense (DoD), 2007).
Besides, the Department officers have been offering voluntary support to these charitable organizations during their off duty periods to boost their development and human services capacity. The department also offers selective benefits and preferential treatment to specific organizations especially those in military operation regions. To ensure it commits itself to serving the community, the department dissociates itself from involvement and support to partisan political activities (Center and Jackson, 1995).
Therefore, this assists it to be highly impartial and more effective in serving the community. Increased information and coordination with the public By the time Pearson wrote down the Public relations theory, it was clear that vast criticism had strongly risen on the implication of truth and direct impacts that resulted from its revelation. However, Pearson regards to truth as the direct mirror that indicates an individual or an organization’s consideration necessary for establishing the correct picture is pasted in the respondent’s minds for making the correct decisions.
Joint civilian meetings and instantaneous meetings with the management served as a direct platform for the system where most people were able to change their minds about the military as well as improve the direct interlink with the system (Department of Defense (DoD), 2007. Through this system, most people had benefited from assistance scheme of the department. Recently, strong appraisals have been posted to the department for ensuring increased information to the community as it directly provides the officers to the department. Conclusion
Effective organization management is determined by the level and quality of public relations employed by its management and leaders. Arguably, this has been the main premises that the department of defense has embarked on to ensure better and effective disposal of its duties. Previously, there was strong misconception between the people regarding the role of military until the DoD moved in to clear its image. The direct interlink of the department by giving back to the community has not only raised the confidence of the people to the system, but also improved the general utility of the department.
Organizations should struggle to establish better interlink with their consumers and public. Reference List Center, A. and Jackson, P. (1995). “Public relations Practices,” Upper Saddle, N. J. Prentice Hall. Department of Defense (DoD), (2007). Department of defense directive: Public Affairs Relation Policy, Washington: DoD. Russel, B. (1966). “The elements of ethics” Philosophical essays. London: Longmans, Green. Pearson, R. (1989). Sullivan Theory of public relations Ethics. Public relations review. XV(1989):52-62.