Autonomy in communication

Inclusion in strategic management and ethical

decision-making, a comparative case analysis
Shannon A. Bowen
Department of Communication, University of Maryland, Beltsville,
Maryland, USA

1. Bowen (2006) conducted a study about autonomy in communication especially for public
relations. The purpose of this paper is to examine three perspectives on autonomy:
communication management or public relation autonomy, autonomy in management theory and
the autonomy of moral philosophy. This research examines the concept of autonomy in order to
understand the impact it has on the public relations function in terms of its contributions to
strategic management. To fully examine autonomy and its role in the communication function as
well as in organizational effectiveness, it is necessary to define it specifically. Websters
Dictionary (1997, p. 44) defined autonomy as the right to self-governance, or having freedom of
the will or ones actions. Autonomy has differing definitions in moral philosophy, management,
and public relations. However, these definitions all indicate that applying autonomy to the public
relations function would allow it to contribute to organizational effectiveness more than would
the encroached or constrained approaches that are common. The empirical portion of this study
seeks to understand if autonomy also plays an important role in public relations practice,
specifically when discussed in terms of strategic management and managing ethical issues.
2. Methodology
Qualitative analysis using comparative case study involving triangulated methods of data
collection. Two organizations were studied, and data from each organization was used for a case
comparison. Long interviews ,elite interviews , participant observation, and document analysis
were used to collect data at two l organizations. In each organization, senior level
communication practitioners were interviewed and observed, and documents were used to collect
data on organizational culture, public relations, ethical decision-making, and issues management.

Data collection
Observational data were collected over a one year period. Various meetings and daily
operations were observed by the researcher, who took the role of an unobtrusive observer.
Training sessions were also observed, and documents were collected over this time periods and
included in the qualitative analysis. Both field notes from observation and various documents
were coded from the data after some time in each organization.
Interviews were conducted in a two-phased format, with each issues manager in each
organization being interviewed twice. This format resulted in a total of 43 long interviews with
22 participants (13 in Organization A and 9 in Organization B). Most interviews were conducted
in person, with a few exceptions in which travel, rescheduling, or other unforeseen circumstances
made it more convenient for the participant to be interviewed by telephone. In all but three
instances the interviewees consented to being audio taped; tapes were professionally transcribed.
In these interviews, questions about issues management and resolution, ethical advisement, and
the role of communication strategy in the overall organization were explored.
Six elite interviews were conducted with three elites, or highest level, issues managers.
Marshall and Rossman (1995) defined elites as individuals within an organization who hold
positions of authority and influence. Interview guides for all participants were semi-structured to
provide flexibility in the discussion (Czarniawska, 2004), and elites were provided an agenda in
advance of the interview as suggested by Thomas (1995). In the elite interviews, questions about
issues management, organizational policy, ethical advisement, and participation in the strategic
decision-making of the organization were asked.
Letters of invitation to participate in this study were mailed to the 21 leading
pharmaceutical manufacturers in the United States (1997), and followed with telephone calls to
the public relations department. After screening interviews (Thomas, 1995; Yeager and Kram,
1995), two organizations agreed to participate in the study under the condition of confidentiality.
Therefore, the organizations are referred to in this study as Organization A and Organization
B..
Brief overview of organization A. Organization A is a large pharmaceutical manufacturer
and employs tens of thousands of people across the world and is headquartered in the USA
(Hoover, 1997). Shortly after its founding, several scientists in the organization were awarded
Nobel prizes. Organization A has a strong history as an ethically responsible organization.

Brief overview of organization B. Organization B, with many thousands of employees, is

a comprehensive manufacturer of pharmaceutical products for the consumer and health care
provider (Organization B Annual Report, 1998). Organization B was founded in the USA. The
founder believed in decentralization: managers were given considerable freedom and autonomy
as the organization prospered and branched out into many medical areas (Organization B web
page). A strong commitment has been undertaken by Organization B in the areas of ethics,
philanthropy and social responsibility.
Data analysis
Copious field notes were taken of the researchers observations and then were coded
using the constant comparison method as an inductive process of ruling out rival hypotheses.
Other qualitative researchers also informed the data analysis. Interviews were transcribed and
coded, searching constantly for emergent themes and themes were then reduced to data display
matrices as recommended by Miles and Huberman (1994).
Member checks are one method of determining trustworthiness that Lindlof (1995)
discussed. Asking the participant to comment on the researchers interpretations verifies that the
interpretations are correct. The researcher conducted member checks with participants to make
sure that interpretations were accurate. Hodder (1994) and Jones (1996) provided specific
guidance on collecting, analyzing, and interpreting documents. Hodder (1994, p. 394)
determined that Words . . . have a practical and social impact as well as a communication
function. It is precisely these clues to autonomy within the organizational culture that were
sought in this analysis.
3. The findings of this research is that the necessary of autonomy for public relation to optimal
contributions to strategic management and acting as ethical counsel. In both ways, autonomy
contributes to the statue of the communication function within an organization and the
development of public relation as profession. Public relation should have seat in the dominant
coalition or direct communication to the dominant coalition. This will make easier the role of
public relation as consultant for the organization image. In addition the result of this research
shows that public relation should have access in every decision making of the organization. So
that the public relation can consider the impact that the organization will get if they implement

the policies. It is important, since a company image is very dynamic. Every little things can
change how public see the organization, so does policies. In this case public relation who has
role in managing the organization image can also consider what policy that increase or even
decrease the image.
4. The authors suggestion on the research is
Did it work?
Should it be continued?
We argue that Bowen has told something right. There are two function about public relation,
managerial and technical. A public relation should have a good skill enough both in two function.
So, depend on that we think that this research can be continued to explore more about PR side.
Next research
We can told for the next research for more specific explanation about the encroachment in
autonomy PR. Because Bowen has told us about encroachment in PR it will be related if Bowen
mentioned about excellent in PR that has been told by Grunig. He list ten point about excellent in
PR. A public relation can be called excellent if it meets the 10 situation. There are managerial,
involvement, symetrical communication, symetrical internal communication, knowledge,
empowerment, integrated communication, role diversity, ethic and independent.
Closing as an author
As a reviewer
We conclude that this journal is very important and useful for PR practitioners in the future so
that they understand how to be a good public relations. In addition, reader can also understand
how a PR should work to avoid encroachment or failure of a PR.