臺灣地區企業經理人公務事務處理模式之研究

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(1)tf!liIffik·. tf!.~III/\+'::'~JUl. • ~101""'U2J{. The Study of Business Managers' Choices of. Public Affairs Response Patterns in Taiwan. (a.tikll:&~fS!J!I!Ai}~$~lIJ!1!m~Zif~). ). *Se-Hwa Wu. ( ~.J1i!_. **Chien-Min Huang. (it~~). Abstract The main purpose of this study is to understand the response patterns tltat business managers can apply to deal with public affairs. In addition, the researchers chose business managers' senses of public interest and the environmental uncertainty as related variables. How these variables influence business managers to choose public affairs-_response patterns is also examined in this study. The researchers reviewed the literat1:n in the fields of public relations and public affairs management. Questionnaire was thus designed. After sampling 68 MBA students and 131 business managers as respondents, the researchers draw out findings that there were six response patterns which the business managers responded to the public affairs. They are "Proactive: One -way Communication", "Accommodative: Two-way Communication," "Bargaining: Two -way Control", "Resistance: Politicalizing the problem", "Resorting to the Law" and "Relying on the Power of the State". Besides, their senses of public interest do not influence them io choose different response models, while thier recognition to the environmental uncertainty slightly influence them to choose different response patterns.. *Se-Hwa Wu. Professor. Department of Business Administration, National Chengchi University. "Chien-Min Huang, Master of Graduate School of Mass Communications, Fun-len Catholic University.. 100. 101.

(2) RESEARCH QUESTION INTRODUCTION Since the 1960s, American business has faced the challenge of society's trend towards consumer advocacy and environmental protection. Consequently, in addition to economic concerns, business has had to focus attention on society's goals and value systems. as well. Because of this. many corporations have established public services divisions in an attempt to blend sociological concerns into business decision making policy by incorporating management skills. responsibility toward society and carefully. In short, the goal of this study lies in understanding and exploring the following questions: l.What methods do Taiwan's business managers employ in dealing with environmental issues? 2.Does Taiwan's business managers' understanding of public interest influence their decisions concerning the management of environmental issues? 3.Does insufficient knowledge influence Taiwan's business managements' choices. planning. For the past 40 years, Taiwan concentrated its efforts on economic development, and having achieved great success on an international level, has become a model of. concerning the management of environmental issues?. REVIEW OF THE LITERATURE. modernization process for developing nations. However. the so-called "Economic Miracle" was at the expense of vast pollution. Industry that created the pollution promoted the economic growth of today, but this result on the environment has now become the target of public attack. The most obvious manifestation of this problem is the number of civil disobedience incidents that have occurred. According to a study by Hsiao Hsin-huang, in the 1980s, there were more than 100 protests instigated by damage to the environment. Most renown are the protest against the proposed DuPont factory in Lu Kang. resistance to Hou Ching chemical plant in Hsin Chu (Hsiao Hsin. l.Business' Response Patterns to Public Affairs: Buchholze (1987:502-503) indicated that there are four response patterns to public affairs that can be explained as follows: a.Reactive Response Pattern: Business does not treat a public issue as within the domain of its concern. Usually no attempt is made to participate public issues in this pattern, nor does business try to respect to the public, but uses every means to fight change. b.Accommodative Response Pattern: Business simply adapts to changes involved. -huang. 1986). From western industrialized nations' experience and Taiwan's own domestic. •. development. it can be inferred that the environmental protection movement's increasing momentum is necessary, and domestic business has begun to take steps in confronting this trend. Public affairs management is a new function and challenge for both business mangers and those responsible for public relations. Traditionally, public relations remained passive. merely relying on the media for propaganda purposes. Due to the transitions of society, however, there has been increased pressure on business, causing public relations skills and planning to change. According to Cutlip. Center and Broom (1985:15), public relations and management have become mutually intertwined, with public relations making public affairs management a major priority. Environmental protection means concern for public interest, and those involved must take initiative in developing new management method as a public service that canters to the majority's. with a public policy and attempts to get on as quickly as possible with its main line of business. It is not found in such a business to set up a formal team to take charge of adopting the operating way according to laws. c.Proactive Response Pattern: Business takes an initiative in this pattern. There exist some functions and activities to forecast every possible influence of public issues on business. When any event happens, business in this pattern enlarge its influential power to reshape the environment and lower the impact to business. The goal of this strategy is to minimize the effects of public issues. d.Interactive Response Pattern: The business recognizes the legitimacy of public policy as a process through which public expectations are expressed and the fact that business and society are related to each other complexly. The pattern emphasizes the working out problems through mutual participation and adaptation.. opinion.. 103 102.

(3) RESEARCH QUESTION INTRODUCTION Since the 1960s, American business has faced the challenge of society's trend towards consumer advocacy and environmental protection. Consequently, in addition to economic concerns, business has had to focus attention on society's goals and value systems. as well. Because of this. many corporations have established public services divisions in an attempt to blend sociological concerns into business decision making policy by incorporating management skills. responsibility toward society and carefully. In short, the goal of this study lies in understanding and exploring the following questions: l.What methods do Taiwan's business managers employ in dealing with environmental issues? 2.Does Taiwan's business managers' understanding of public interest influence their decisions concerning the management of environmental issues? 3.Does insufficient knowledge influence Taiwan's business managements' choices. planning. For the past 40 years, Taiwan concentrated its efforts on economic development, and having achieved great success on an international level, has become a model of. concerning the management of environmental issues?. REVIEW OF THE LITERATURE. modernization process for developing nations. However. the so-called "Economic Miracle" was at the expense of vast pollution. Industry that created the pollution promoted the economic growth of today, but this result on the environment has now become the target of public attack. The most obvious manifestation of this problem is the number of civil disobedience incidents that have occurred. According to a study by Hsiao Hsin-huang, in the 1980s, there were more than 100 protests instigated by damage to the environment. Most renown are the protest against the proposed DuPont factory in Lu Kang. resistance to Hou Ching chemical plant in Hsin Chu (Hsiao Hsin. l.Business' Response Patterns to Public Affairs: Buchholze (1987:502-503) indicated that there are four response patterns to public affairs that can be explained as follows: a.Reactive Response Pattern: Business does not treat a public issue as within the domain of its concern. Usually no attempt is made to participate public issues in this pattern, nor does business try to respect to the public, but uses every means to fight change. b.Accommodative Response Pattern: Business simply adapts to changes involved. -huang. 1986). From western industrialized nations' experience and Taiwan's own domestic. •. development. it can be inferred that the environmental protection movement's increasing momentum is necessary, and domestic business has begun to take steps in confronting this trend. Public affairs management is a new function and challenge for both business mangers and those responsible for public relations. Traditionally, public relations remained passive. merely relying on the media for propaganda purposes. Due to the transitions of society, however, there has been increased pressure on business, causing public relations skills and planning to change. According to Cutlip. Center and Broom (1985:15), public relations and management have become mutually intertwined, with public relations making public affairs management a major priority. Environmental protection means concern for public interest, and those involved must take initiative in developing new management method as a public service that canters to the majority's. with a public policy and attempts to get on as quickly as possible with its main line of business. It is not found in such a business to set up a formal team to take charge of adopting the operating way according to laws. c.Proactive Response Pattern: Business takes an initiative in this pattern. There exist some functions and activities to forecast every possible influence of public issues on business. When any event happens, business in this pattern enlarge its influential power to reshape the environment and lower the impact to business. The goal of this strategy is to minimize the effects of public issues. d.Interactive Response Pattern: The business recognizes the legitimacy of public policy as a process through which public expectations are expressed and the fact that business and society are related to each other complexly. The pattern emphasizes the working out problems through mutual participation and adaptation.. opinion.. 103 102.

(4) Mahon (1982) pointed out several response patterns to explain business' behavior to manage public affairs. These patterns were total resistance. bargaining. capitualizatio. 3.Environmental Uncertainty. n. termination and cessation. In public relations research. Grunig and Hunt (1984:21-27) conceptualized four. For an individual. "uncertainty can be defined as a state that exists in one's. models of public relations behavior in organizations: publicity. public information. two. relationship with his environment" (Doweny & Slocum, 1975). Acharya (1986) studies. -way asymmetrical and two-way asymmetrical. Figure 1 summarized the theoretical. PR managers' senses of environmental uncertainty from this psychological approach.. concepts.. The scholar used "complexity" (managers' subjective senses of the degree of importance of each stakeholder concerning to the public) and "dynamism" (managers'. Figure 1: Characteristics of Four Models of Public Relations. Public Information. Two-way Asymmetric. Two-way Symmetric. Propaganda. Dissemination of Information. Scientific Persuasion. Mutual Understanding. Advocacy. Dissemination of Information. Advocacy. Mediation. One-way Truth Important. Two-way Imbalanced Effects. Two-way Balanced Effects. Traits. Publicity. Purpose PR goal. One-way Nature of Communication Truth not Essential. Source: Adapted from Grunig & Hunt (1984). For the first two mpdels. communication is always one-way, from the ~. proved that managers' senses of social responsibility would influence their choices of different PR models.. subjective senses of the degree of change each stakeholder support for the business) as the two indexes to measure managers' senses of the environmental uncertainty. Acharya then classifies the managers into four types. Each played a different role in organization: a.Communication Techr:ician:managers who are working in "simple-static" environment. just do as what bosses want them to do. b.Expert Prescriber:managers who are working in "complex-static" environment, apply systematic but old methods to solve today's problems. c.Communication Facilitator: managers who are working in "simple-dynamic" environment. are go?d at communicating to publics, but they lack the ability to make effective communication strategy. d.Problem Solver: managers who are working in "complex-dynamic" environment, are skillful to detect problems and provide effective methods to solve problems.. organization to the publics, but the difference is that the purpose of the first model is propaganda. whereas the public information model is to disseminate true information. The two-way asymmetric practitioners plan what they communicate to the publics to achieve maximum change in attitude and behavior. The two-way symmetric model. in contrast, consists more of a dialogue than a monologue.. ,. RESEARCH DESIGN In order to understand how managers manage public affairs and to clarify its. two other variables, the researchers listed the research framework. of variables and research method below: Research Framework. 2.Beside. several studies focused on whether PR practitioners or business managers act consistently in the public's best interest. Ryan and Martinson (1985) measures these people's value orientations between the business interest and the public interest. The scholars pointed out that since the relationship between business and society has been more important. the measurement of business managers' sense of public interest was. ,. a good index for that of business' social responsibility. Mcmillan (1987) further. 104. 105.

(5) Mahon (1982) pointed out several response patterns to explain business' behavior to manage public affairs. These patterns were total resistance. bargaining. capitualizatio. 3.Environmental Uncertainty. n. termination and cessation. In public relations research. Grunig and Hunt (1984:21-27) conceptualized four. For an individual. "uncertainty can be defined as a state that exists in one's. models of public relations behavior in organizations: publicity. public information. two. relationship with his environment" (Doweny & Slocum, 1975). Acharya (1986) studies. -way asymmetrical and two-way asymmetrical. Figure 1 summarized the theoretical. PR managers' senses of environmental uncertainty from this psychological approach.. concepts.. The scholar used "complexity" (managers' subjective senses of the degree of importance of each stakeholder concerning to the public) and "dynamism" (managers'. Figure 1: Characteristics of Four Models of Public Relations. Public Information. Two-way Asymmetric. Two-way Symmetric. Propaganda. Dissemination of Information. Scientific Persuasion. Mutual Understanding. Advocacy. Dissemination of Information. Advocacy. Mediation. One-way Truth Important. Two-way Imbalanced Effects. Two-way Balanced Effects. Traits. Publicity. Purpose PR goal. One-way Nature of Communication Truth not Essential. Source: Adapted from Grunig & Hunt (1984). For the first two mpdels. communication is always one-way, from the ~. proved that managers' senses of social responsibility would influence their choices of different PR models.. subjective senses of the degree of change each stakeholder support for the business) as the two indexes to measure managers' senses of the environmental uncertainty. Acharya then classifies the managers into four types. Each played a different role in organization: a.Communication Techr:ician:managers who are working in "simple-static" environment. just do as what bosses want them to do. b.Expert Prescriber:managers who are working in "complex-static" environment, apply systematic but old methods to solve today's problems. c.Communication Facilitator: managers who are working in "simple-dynamic" environment. are go?d at communicating to publics, but they lack the ability to make effective communication strategy. d.Problem Solver: managers who are working in "complex-dynamic" environment, are skillful to detect problems and provide effective methods to solve problems.. organization to the publics, but the difference is that the purpose of the first model is propaganda. whereas the public information model is to disseminate true information. The two-way asymmetric practitioners plan what they communicate to the publics to achieve maximum change in attitude and behavior. The two-way symmetric model. in contrast, consists more of a dialogue than a monologue.. ,. RESEARCH DESIGN In order to understand how managers manage public affairs and to clarify its. two other variables, the researchers listed the research framework. of variables and research method below: Research Framework. 2.Beside. several studies focused on whether PR practitioners or business managers act consistently in the public's best interest. Ryan and Martinson (1985) measures these people's value orientations between the business interest and the public interest. The scholars pointed out that since the relationship between business and society has been more important. the measurement of business managers' sense of public interest was. ,. a good index for that of business' social responsibility. Mcmillan (1987) further. 104. 105.

(6) choose different public affairs of response patterns. H3. Business managers' recognition of environmental uncertainty will influence. Research Framework. them to choose different public affairs response patterns.. Managers' understanding of. METHOD. public interest. The study utilized a structure questionnaire and survey technique. The process and. Managers' choices of public affairs response patterns. the layout of which are clarified as follows: l.Instrument: The questionnaire consisted of four sections. Section 1. Simulative Case of Environmental Conflict: The following case was designed to put respondents in a public affairs situation.. Managers' conception of. J. environmental uncertainty. The Love Canal Chemical Plant is a materials processing plant that flows through a town called Love Canal. with a capital of "$6.4 billion and employing 3.000 people. Its products supply more than 300 affiliated factories and other industries. Figure 2. Conceptual Framework Of The Study. with synthetic materials for processing. The plant itself contains automatic controls. warning systems. and the like to prevent noxious fumes and waste water from. OPERATIONALIZATION OF VARIABLES. contaminating the environment. Although occasionally some of these pollutions were. According to literature review. researchers listed the operationalization of. released. such accidents. for the most part. did not exceed the amount allowed. variables for measurement as follows: I.Public interest: Degree at which management agrees to assume responsibility for. according to law. Recently. due to the raising of people's environmental. promoting communication between business and the general public.. county because of the pollutants released by the factory. The people of Love Canal. consciousness. many incidents of civil disobedience have occurred throughout the. 2.Environmental uncertainty: Consisting of two indexes, complexity and dynamism,. are aware of being victims of this contamination. Most recently. they discovered. The former means the degree of importance of each stakeholders for managers to make. that the town's irrigation ditches and the Love Canal have become polluted. The. business policy. the latter means managers' senses of the degree of change of. primary suspect is the Plant. Now it is said that the town people have planned a. environmental factors outside the organization. 3.Public Affairs: Employing "environmental affairs' as an example. the researchers. series if protests, such as requesting that the county government and local courts to. simulated civil disobedience actions directed toward Taiwan's Petro-Chemical industry.. until the area is cleaned up. The news media has also begun reporting this. sue the plant. blocking the main gate. and demanding that the plant be closed down. information. The Love Canal Chemical Plant has just called an emergency meeting ., ;. ,;. HYPOTHESES. to deal with the situation.. The linkage of these variables are stated in the following statements as. ". hypotheses of this study. HI. There are several types of response patterns for buisness managers to manage public affairs.. Section 2. Public Affairs Management Methods Scale Starting on February 17. 1989, the researchers began to create this scale. The. H2. Business managers' recognition of public interest will influence them to. ". 107 106.

(7) choose different public affairs of response patterns. H3. Business managers' recognition of environmental uncertainty will influence. Research Framework. them to choose different public affairs response patterns.. Managers' understanding of. METHOD. public interest. The study utilized a structure questionnaire and survey technique. The process and. Managers' choices of public affairs response patterns. the layout of which are clarified as follows: l.Instrument: The questionnaire consisted of four sections. Section 1. Simulative Case of Environmental Conflict: The following case was designed to put respondents in a public affairs situation.. Managers' conception of. J. environmental uncertainty. The Love Canal Chemical Plant is a materials processing plant that flows through a town called Love Canal. with a capital of "$6.4 billion and employing 3.000 people. Its products supply more than 300 affiliated factories and other industries. Figure 2. Conceptual Framework Of The Study. with synthetic materials for processing. The plant itself contains automatic controls. warning systems. and the like to prevent noxious fumes and waste water from. OPERATIONALIZATION OF VARIABLES. contaminating the environment. Although occasionally some of these pollutions were. According to literature review. researchers listed the operationalization of. released. such accidents. for the most part. did not exceed the amount allowed. variables for measurement as follows: I.Public interest: Degree at which management agrees to assume responsibility for. according to law. Recently. due to the raising of people's environmental. promoting communication between business and the general public.. county because of the pollutants released by the factory. The people of Love Canal. consciousness. many incidents of civil disobedience have occurred throughout the. 2.Environmental uncertainty: Consisting of two indexes, complexity and dynamism,. are aware of being victims of this contamination. Most recently. they discovered. The former means the degree of importance of each stakeholders for managers to make. that the town's irrigation ditches and the Love Canal have become polluted. The. business policy. the latter means managers' senses of the degree of change of. primary suspect is the Plant. Now it is said that the town people have planned a. environmental factors outside the organization. 3.Public Affairs: Employing "environmental affairs' as an example. the researchers. series if protests, such as requesting that the county government and local courts to. simulated civil disobedience actions directed toward Taiwan's Petro-Chemical industry.. until the area is cleaned up. The news media has also begun reporting this. sue the plant. blocking the main gate. and demanding that the plant be closed down. information. The Love Canal Chemical Plant has just called an emergency meeting ., ;. ,;. HYPOTHESES. to deal with the situation.. The linkage of these variables are stated in the following statements as. ". hypotheses of this study. HI. There are several types of response patterns for buisness managers to manage public affairs.. Section 2. Public Affairs Management Methods Scale Starting on February 17. 1989, the researchers began to create this scale. The. H2. Business managers' recognition of public interest will influence them to. ". 107 106.

(8) scale was developeo based on foreign chemical and nuclear industries' public relations activities. Information sources include Grunig and Hunt's Managing Public Relations (Grunig & Hunt, 1984: 310·312), Community Relations' by Hussey found in Experts in Action: Inside Public Relations edited by Canter (1988). In additions, the researchers examined what attitudes and measures plants creating pollution in Taiwan have taken in coping with civil disobedient actions. Information obtained from Hsiao Hsin.huang's "The Analysis of the Structure and Process of Anti·Pollution Self.Help Actions in the 19808" (1987). Indepth interviews were also applied. 30 graduate students at the School of Business Administration of National students were asked to provide concrete solutions to solve simulative environmental conflict situation. After collating the information collected, the researchers made a Likert 5·Point scale consisted of 19 items (see Table 1). Each item stood for a managing method. After reading the above. of each stakeholder. The stakeholders includes the primary public such as stockholders, chairman of the b~ard, president, sale manager, production manager, financial manager, factory workers and processed materials customers, and secondary public such as the government, communities, environmental protection groups and the media. Each item was divided into five grades ranging from one score to five score. The higher the grade, the greater importance the respondent attached to that item. Part 2 asked respondent to evaluate the degree of change of the following statements: environmental related laws, society's support of the chemical industry, community support for the chemical industry, media reportage of the chemical industry, managers' support of the chemical industry and the workers' support of the chemical industry. Scoring was the same as Part 1 listed above. 2.Testing Procedures. simulative case, the respondents should consider the possibility of using the 19 methods. Scoring is as follows:. This study utilized the method of available sampling. The interview subjects included:. l=absolutely not 2=probably not 3=neutral 4=perhaps 5=definitely. Section 3: Public Interest Measurement This segment will analyze business managers' understanding of public interet. The third section contained five statements, asking whether the subject leaned towards public. Chengchi University Business Administration students, Technological Science students. and the on-the·job training managers, along with Taiwan University's Graduate Business students, high level managerment classes and business management classes. Interviewing took 20 minutes outside of class. Altogether 199 valid questionnaires were collected. The survey was conducted from April 1989 until the end of May. 3.Reliability and Validity The researchers applied Cronbach's coefficient to test the reliability of Public Affairs Management Method Scale, and usel1 factor analysis to test if it~ constructs were similar to theoretical concepts in literature.. or business interest (see Table 3). The method of scoring of these five statements is:the higher the score, the more in agreement it is with public interest. l.Absolutely disagree 2.Disagree 3.No opinion 4.Agree 5.Absolutely agree. Section 4:Envlron mental Uncertainty Measurement In this section, Part I asked the respondents to evaluate the degree of importance. ,. STUDY FINDINGS The following passages present the findings of the ~tatisticai analysis. six response-patterns for public affairs management The study designed 19 items to represent business mllnager's methods of pUblic affairs management. After ongoing factor analysis, the researchers obtained 'six factors.. From the items included in factor 1, it is seen that the styles with which business coped with public affairs is proactive by its attempting to influence outside Changes, by its use of advertising, and its goals lie in persuading people to have faith. 108 109.

(9) scale was developeo based on foreign chemical and nuclear industries' public relations activities. Information sources include Grunig and Hunt's Managing Public Relations (Grunig & Hunt, 1984: 310·312), Community Relations' by Hussey found in Experts in Action: Inside Public Relations edited by Canter (1988). In additions, the researchers examined what attitudes and measures plants creating pollution in Taiwan have taken in coping with civil disobedient actions. Information obtained from Hsiao Hsin.huang's "The Analysis of the Structure and Process of Anti·Pollution Self.Help Actions in the 19808" (1987). Indepth interviews were also applied. 30 graduate students at the School of Business Administration of National students were asked to provide concrete solutions to solve simulative environmental conflict situation. After collating the information collected, the researchers made a Likert 5·Point scale consisted of 19 items (see Table 1). Each item stood for a managing method. After reading the above. of each stakeholder. The stakeholders includes the primary public such as stockholders, chairman of the b~ard, president, sale manager, production manager, financial manager, factory workers and processed materials customers, and secondary public such as the government, communities, environmental protection groups and the media. Each item was divided into five grades ranging from one score to five score. The higher the grade, the greater importance the respondent attached to that item. Part 2 asked respondent to evaluate the degree of change of the following statements: environmental related laws, society's support of the chemical industry, community support for the chemical industry, media reportage of the chemical industry, managers' support of the chemical industry and the workers' support of the chemical industry. Scoring was the same as Part 1 listed above. 2.Testing Procedures. simulative case, the respondents should consider the possibility of using the 19 methods. Scoring is as follows:. This study utilized the method of available sampling. The interview subjects included:. l=absolutely not 2=probably not 3=neutral 4=perhaps 5=definitely. Section 3: Public Interest Measurement This segment will analyze business managers' understanding of public interet. The third section contained five statements, asking whether the subject leaned towards public. Chengchi University Business Administration students, Technological Science students. and the on-the·job training managers, along with Taiwan University's Graduate Business students, high level managerment classes and business management classes. Interviewing took 20 minutes outside of class. Altogether 199 valid questionnaires were collected. The survey was conducted from April 1989 until the end of May. 3.Reliability and Validity The researchers applied Cronbach's coefficient to test the reliability of Public Affairs Management Method Scale, and usel1 factor analysis to test if it~ constructs were similar to theoretical concepts in literature.. or business interest (see Table 3). The method of scoring of these five statements is:the higher the score, the more in agreement it is with public interest. l.Absolutely disagree 2.Disagree 3.No opinion 4.Agree 5.Absolutely agree. Section 4:Envlron mental Uncertainty Measurement In this section, Part I asked the respondents to evaluate the degree of importance. ,. STUDY FINDINGS The following passages present the findings of the ~tatisticai analysis. six response-patterns for public affairs management The study designed 19 items to represent business mllnager's methods of pUblic affairs management. After ongoing factor analysis, the researchers obtained 'six factors.. From the items included in factor 1, it is seen that the styles with which business coped with public affairs is proactive by its attempting to influence outside Changes, by its use of advertising, and its goals lie in persuading people to have faith. 108 109.

(10) in bU.iiness. therefore it was names the "Proactive-One Way Control Pattern". Compared to the Proactive factor. Factor 2 has greater consideration for the general public's opinion as seen in its attempting to adapt to outside changes. Its propaganda method. 3.Testing the difference between business managers' sense of public interest and public affairs management patterns. In addition to the frequency method. the researchers applied mean score to divide. emphasizes environmental groups and the third party endorsement to increase its. the respondents into two groups. Scores below mean score was named the "business. trustworthiness. It revealed business' sincerity in community, and it was thus called the. interest cluster" and scores above that was called the "public interest cluster". The. "Accommodative: Two-Way Communication Pattern" In the third factor. business exhibits a "low profile" to express its intrinsic position. utilizing public opinoin representatives. community leader and those people with power as a middleman. By so displaying a willingness to a contractual agreement with the public. it created the quality of a bargain. However, the propaganda still seeks to change the general public's attitude to that of business' own. and so it is called the "Bargaining: Two Way Control Pattern" Factor 4 reveals the fighting attitude business adopted toward protesting environmental changes. Not only unyielding, it also insert political ideas into the propaganda. and for the reason is named the "Resistance: Politicizing the Problem Pattern",. researchers then tested whether the two groups of respondents differed in preference of public management response patterns. The results were shown on Table 4. 4.Business Managers' senses of Environmental Uncertainty and the roles models. In this segment, the researchers first analyzed the importance the respondents. attached to each stakeholder. Table 5 shew the results. The researchers then calculated the other index of managers' senses of environmental uncertainty, that is, the dynamism of the environment. The part contained six items as stated in the instrument. Mean of the degree of change of each item can be seen in Table 6: Based upon findings in this section, average was calculated for both "Importance" and "Change" scales. The two scales were both divided into high and low groups. Factor 5 exemplifies that some business managers use organizations like the. according to mean score, then crossed to be four kinds of roles for managers in an. police as a public issue management tool, it is called the "Relying on the Power of the. organization to sense the environmental uncertainty. Based on the documentation, each. State Pattern", In Factor 6, business managers uses legal means as a warning method, this factor is know as the "Resorting to the Law Pattern". These six factors were taken as six variables in theis study, 2.Business Managers' Understanding of Public Interest The study found that the majority of managers are actually empathetic to the. type of manager was named as follows: those with a high level of understanding of. complexity and change in the environment are the "Problem Solver;" those who lack understanding of complexity, but have a high level of knowledge of the environment change are the "Communications Facilitator;" those with a high level of understanding of complexity, but lack knowledge of the environment change are names the "Communication Technician;" while those who lack knowledge of both are the "Expert. importance of "public interest". According to Table 3, The study discovered that 75% of. Prescriber." Please refer to Figure 3,. those interviewed do not agree that their superiors on bosses should decide what the. FIGURE 3:Business Managers' Recognition of Environment Uncertainty Recognition of. scope or nature of "public interest" should be. 84.3% respondents do not agree that the. Complexity. role of managers in specialized fields is only to implement business policy, believing that they should consider public opinion, as well. 74.6% respondents do not believe in. high. relying entirely on business' interest when doing business, and 69.7% believe that when business policy and public interest conflict, that efforts should be made to change business policy. 88.8% believe that responsible specialized management must include promoting communication between business and the general public,. K.nowledge of Environmental .,Change. low. low. high. Communications Facilitator N=28. Problem Solver. (15. 1%). (21. 5%) Expert Prescriber N=64 (34.4%). Communication Technician N=54 (29.0%). N=40. II. ... 110 ' .. >.. III.

(11) in bU.iiness. therefore it was names the "Proactive-One Way Control Pattern". Compared to the Proactive factor. Factor 2 has greater consideration for the general public's opinion as seen in its attempting to adapt to outside changes. Its propaganda method. 3.Testing the difference between business managers' sense of public interest and public affairs management patterns. In addition to the frequency method. the researchers applied mean score to divide. emphasizes environmental groups and the third party endorsement to increase its. the respondents into two groups. Scores below mean score was named the "business. trustworthiness. It revealed business' sincerity in community, and it was thus called the. interest cluster" and scores above that was called the "public interest cluster". The. "Accommodative: Two-Way Communication Pattern" In the third factor. business exhibits a "low profile" to express its intrinsic position. utilizing public opinoin representatives. community leader and those people with power as a middleman. By so displaying a willingness to a contractual agreement with the public. it created the quality of a bargain. However, the propaganda still seeks to change the general public's attitude to that of business' own. and so it is called the "Bargaining: Two Way Control Pattern" Factor 4 reveals the fighting attitude business adopted toward protesting environmental changes. Not only unyielding, it also insert political ideas into the propaganda. and for the reason is named the "Resistance: Politicizing the Problem Pattern",. researchers then tested whether the two groups of respondents differed in preference of public management response patterns. The results were shown on Table 4. 4.Business Managers' senses of Environmental Uncertainty and the roles models. In this segment, the researchers first analyzed the importance the respondents. attached to each stakeholder. Table 5 shew the results. The researchers then calculated the other index of managers' senses of environmental uncertainty, that is, the dynamism of the environment. The part contained six items as stated in the instrument. Mean of the degree of change of each item can be seen in Table 6: Based upon findings in this section, average was calculated for both "Importance" and "Change" scales. The two scales were both divided into high and low groups. Factor 5 exemplifies that some business managers use organizations like the. according to mean score, then crossed to be four kinds of roles for managers in an. police as a public issue management tool, it is called the "Relying on the Power of the. organization to sense the environmental uncertainty. Based on the documentation, each. State Pattern", In Factor 6, business managers uses legal means as a warning method, this factor is know as the "Resorting to the Law Pattern". These six factors were taken as six variables in theis study, 2.Business Managers' Understanding of Public Interest The study found that the majority of managers are actually empathetic to the. type of manager was named as follows: those with a high level of understanding of. complexity and change in the environment are the "Problem Solver;" those who lack understanding of complexity, but have a high level of knowledge of the environment change are the "Communications Facilitator;" those with a high level of understanding of complexity, but lack knowledge of the environment change are names the "Communication Technician;" while those who lack knowledge of both are the "Expert. importance of "public interest". According to Table 3, The study discovered that 75% of. Prescriber." Please refer to Figure 3,. those interviewed do not agree that their superiors on bosses should decide what the. FIGURE 3:Business Managers' Recognition of Environment Uncertainty Recognition of. scope or nature of "public interest" should be. 84.3% respondents do not agree that the. Complexity. role of managers in specialized fields is only to implement business policy, believing that they should consider public opinion, as well. 74.6% respondents do not believe in. high. relying entirely on business' interest when doing business, and 69.7% believe that when business policy and public interest conflict, that efforts should be made to change business policy. 88.8% believe that responsible specialized management must include promoting communication between business and the general public,. K.nowledge of Environmental .,Change. low. low. high. Communications Facilitator N=28. Problem Solver. (15. 1%). (21. 5%) Expert Prescriber N=64 (34.4%). Communication Technician N=54 (29.0%). N=40. II. ... 110 ' .. >.. III.

(12) realistic situations business management often has no effective means of utilizing the 5.Testing the difference between the four roles of managers and Public Affairs Managements Patterns The researchers then took the step of analyzing these four groups of managers and testing them against the six patterns of public affairs management. The results were shown in Table 7.. ~eory and in practice are all of value. In addition, the study's findings reveal the. following functions: l.Reconstruction of "Business and Society" and Public Relations models: In the Business and Society studies were often undertaken the vantagepoint of an. The results shew that in the "Resistance: Politicalizing the problem pattern", there. ,?verview, or Organization Behavior, and Post (1978). Although scholars considered that. were significant difference for the four groups of managers. The Communication. managers' character and value systems determined the decisions made concerning public. Technician type managers are more likely to adopt this pattern.. affairs management (Post, 1978:8:, Ryan, Swanson & Buchholze: 1987:27), this concept. CONCLUSION AN D DISCUSSION A. Conclusion:. lacked the support of concrete proof, stopping at the "most probable" situation. The study was an attempt to investigate the related variables influencing managers to make policy. Also lacking in the study of Public Relations, is a model of the psychological. The study draws out some conclusions as follows: l.Factor analysis reveals there are altogether six constructs (factors) that. make-up of business' public relations behavior. The study has provided future scholars proven hypotheses.. represented the different public affairs response patterns. They are "Proactive: One-way. 2.Contributions to Business Management and Public Relations Educations: In. Control". "Accommodative: One-way Communication," "Bargaining: Two-way Control,". of the idea of being "Socially Responsible." traditional democracies' social values. "Resistance: Politicatizing the problem," "Relying on the power of the State," and. have been called into question. In addition to inert'asing profits, business managers also. "Resorting to the law.". have obligations to improve its senses of social responsibilities. It is hoped that when. 2.The study found that business managers' sense of public interest did not influence them to choose different public affairs response patterns. 3.The researchers divided managers into four roles in an organization (Problem. students learning theories and skills to advocate business interests, will also be expected to recognize the importance of society as a whole. This as a new direction for both business management and public relation education.. Solver. Communication Facilitator, Communication Technician and Expert Prescriber). TABLE 1. The Public Affairs Management Scale.. based on their understanding of environmental complexity and dynamism (change). The. 1. Do absolutely nothing but stay calm and wait for the people to take action. then deal. two indexes composed of the environmental uncertainty variable. The study found that. with it.. there is an significant difference in that the Communication Technician type of manager. 2. Hang large posters. distribute leaflets and issue ~trong statements in Love Canal. was more likely to adopt the "Resistance: Politicalizing the Problem" pattern than the. denying that the factory has polluted the area, and claim that the matter of. others.. contamination is merely a rumor.. B.Discussion. Distribute press statements claiming that protest activities are perhaps infiltrated by. There is increasing importance placed on the study of public policy, and scholars from different disciplines have different perspectives on these theories. In combining the literature cited.. ,. media to achieve its goals. The study found there to be six concrete models, which in. t~e. most important contribution of this study is to provide the. "conspirators' who are attempting to dis rupt the community, and hope that the people of Love Canal will handle matters reasonably. 4. Invite environmental protection groups such as the Committee for the Prevention of. communication tactics business employs in public affairs management. Public affairs was. Environmental Damage and Greenpeace to coordinate negotiations.. constant, and management must continuously communicate with the public, but in. Ask company lawyers to sent the leaders of protest movements letters warning them. 112. 113.

(13) realistic situations business management often has no effective means of utilizing the 5.Testing the difference between the four roles of managers and Public Affairs Managements Patterns The researchers then took the step of analyzing these four groups of managers and testing them against the six patterns of public affairs management. The results were shown in Table 7.. ~eory and in practice are all of value. In addition, the study's findings reveal the. following functions: l.Reconstruction of "Business and Society" and Public Relations models: In the Business and Society studies were often undertaken the vantagepoint of an. The results shew that in the "Resistance: Politicalizing the problem pattern", there. ,?verview, or Organization Behavior, and Post (1978). Although scholars considered that. were significant difference for the four groups of managers. The Communication. managers' character and value systems determined the decisions made concerning public. Technician type managers are more likely to adopt this pattern.. affairs management (Post, 1978:8:, Ryan, Swanson & Buchholze: 1987:27), this concept. CONCLUSION AN D DISCUSSION A. Conclusion:. lacked the support of concrete proof, stopping at the "most probable" situation. The study was an attempt to investigate the related variables influencing managers to make policy. Also lacking in the study of Public Relations, is a model of the psychological. The study draws out some conclusions as follows: l.Factor analysis reveals there are altogether six constructs (factors) that. make-up of business' public relations behavior. The study has provided future scholars proven hypotheses.. represented the different public affairs response patterns. They are "Proactive: One-way. 2.Contributions to Business Management and Public Relations Educations: In. Control". "Accommodative: One-way Communication," "Bargaining: Two-way Control,". of the idea of being "Socially Responsible." traditional democracies' social values. "Resistance: Politicatizing the problem," "Relying on the power of the State," and. have been called into question. In addition to inert'asing profits, business managers also. "Resorting to the law.". have obligations to improve its senses of social responsibilities. It is hoped that when. 2.The study found that business managers' sense of public interest did not influence them to choose different public affairs response patterns. 3.The researchers divided managers into four roles in an organization (Problem. students learning theories and skills to advocate business interests, will also be expected to recognize the importance of society as a whole. This as a new direction for both business management and public relation education.. Solver. Communication Facilitator, Communication Technician and Expert Prescriber). TABLE 1. The Public Affairs Management Scale.. based on their understanding of environmental complexity and dynamism (change). The. 1. Do absolutely nothing but stay calm and wait for the people to take action. then deal. two indexes composed of the environmental uncertainty variable. The study found that. with it.. there is an significant difference in that the Communication Technician type of manager. 2. Hang large posters. distribute leaflets and issue ~trong statements in Love Canal. was more likely to adopt the "Resistance: Politicalizing the Problem" pattern than the. denying that the factory has polluted the area, and claim that the matter of. others.. contamination is merely a rumor.. B.Discussion. Distribute press statements claiming that protest activities are perhaps infiltrated by. There is increasing importance placed on the study of public policy, and scholars from different disciplines have different perspectives on these theories. In combining the literature cited.. ,. media to achieve its goals. The study found there to be six concrete models, which in. t~e. most important contribution of this study is to provide the. "conspirators' who are attempting to dis rupt the community, and hope that the people of Love Canal will handle matters reasonably. 4. Invite environmental protection groups such as the Committee for the Prevention of. communication tactics business employs in public affairs management. Public affairs was. Environmental Damage and Greenpeace to coordinate negotiations.. constant, and management must continuously communicate with the public, but in. Ask company lawyers to sent the leaders of protest movements letters warning them. 112. 113.

(14) that in light of their lack of concrete facts, they should not act rashly.. industrial development and environmental protection.. 6. Insert advertisements in all major newspaper publicizing the modernization of the. 18. Initiate inviting specialists, scholars and other relative organizations to come evalute. company'd equipment, telling the general public of the factory's efforts in preventing. and give the general public information concerning nuclear regulation, but do the. pollution, while announcing a contribution of money to increase the acquisition of. best to hide negative information.. pollution prevention equipment. Concerning matters of pollution, exert all efforts to lessen the threat.. 19. Invite appropriate government organizations such as police units to personally help coordinate efforts.. 7. Utilize public opinion polls or community meeting to understand the attitude toward and dissatisfaction with the plant, and address demands according to the factory.. Information source: this study. eliminate any ideas of protest that have begun to develop. 8. Hold a clarification meeting, instilling in people a basic concept: in the process of industrial development, environmental pollution is impossible to avoid. 9. Invite government organizations such as the Ministry of Economics' Engineering Division:environmentalists and county govel'nments participate. 10. Gather employees together who can collectiveiy declare that the company has absolutely no pollution problem. 11. Distribute leaflets emphasizing that industrial development and environmental protection are capable of complementing each other. Concerning the matter of pollution, exert all effort to lessen the threat. 12. Sponsor several events such as informal gatherings and festivals, build community parks, donate money to the community, set up scholarly funds, ....etc., in order to gain the people's favor. 13. Ask representatives chosen by the people to help calm the disturbance and reduce problems large and small. 14. Emphasize that a chemical plant accelerates the establishment of an area, and if closed down, could create very serious unemployment problem and block economic development. 15. Have community collectives ask reliable public figures and specialists to confirm the true situation concerning pollution, or to confirm that should a plant produce pollution, that they publicly apologize and consider closing down to make the necessary improvements. 16. Ask community leaders to personally give their opinion and help coordinate efforts. 17. Hold clarification meeting with the general public to directly communicate and better understand each others' position, hen proceed to coordinate the needs of both. 114. IllS.

(15) that in light of their lack of concrete facts, they should not act rashly.. industrial development and environmental protection.. 6. Insert advertisements in all major newspaper publicizing the modernization of the. 18. Initiate inviting specialists, scholars and other relative organizations to come evalute. company'd equipment, telling the general public of the factory's efforts in preventing. and give the general public information concerning nuclear regulation, but do the. pollution, while announcing a contribution of money to increase the acquisition of. best to hide negative information.. pollution prevention equipment. Concerning matters of pollution, exert all efforts to lessen the threat.. 19. Invite appropriate government organizations such as police units to personally help coordinate efforts.. 7. Utilize public opinion polls or community meeting to understand the attitude toward and dissatisfaction with the plant, and address demands according to the factory.. Information source: this study. eliminate any ideas of protest that have begun to develop. 8. Hold a clarification meeting, instilling in people a basic concept: in the process of industrial development, environmental pollution is impossible to avoid. 9. Invite government organizations such as the Ministry of Economics' Engineering Division:environmentalists and county govel'nments participate. 10. Gather employees together who can collectiveiy declare that the company has absolutely no pollution problem. 11. Distribute leaflets emphasizing that industrial development and environmental protection are capable of complementing each other. Concerning the matter of pollution, exert all effort to lessen the threat. 12. Sponsor several events such as informal gatherings and festivals, build community parks, donate money to the community, set up scholarly funds, ....etc., in order to gain the people's favor. 13. Ask representatives chosen by the people to help calm the disturbance and reduce problems large and small. 14. Emphasize that a chemical plant accelerates the establishment of an area, and if closed down, could create very serious unemployment problem and block economic development. 15. Have community collectives ask reliable public figures and specialists to confirm the true situation concerning pollution, or to confirm that should a plant produce pollution, that they publicly apologize and consider closing down to make the necessary improvements. 16. Ask community leaders to personally give their opinion and help coordinate efforts. 17. Hold clarification meeting with the general public to directly communicate and better understand each others' position, hen proceed to coordinate the needs of both. 114. IllS.

(16) TABLE 2. Factor Analysis of Public Affairs Management Scale. * Item Number. Loading. 11. 6 7 8 10. 0.73 0.66 0.61 0.53 0.53. Factor 2 Accom modative: One-way Communication. 11 4 15 1. O. 10 0.61 0.58 -0.56. Factor 3 Bargaining: Two- way Control. 13 12 16 18 14. 0.82 0.62 0.61 0.48 0.47. Factor 1 Proactive: One- way Control. Crobach a. TABLE 3. Business Managers' Understanding of Public Interest. Variance Cumulative (%). *. 1. 234. 1. The scope or nature of public. 20.2. interest should be determinted by a manager's superior or boss. 2. A business manager, by completely implementing a policy, has fulfilled the. 0.66. 000 15.0%. 15.8%. o. o. 84.3%. 10.1%. expectations of their roles, and does not need to consider the public's opinion.. 31. 8. 0.69 3. In a realistic work situation, the. Factor 4 Resistance: Politicalizing the problem Factor 5 Relying on the Power of the State Factor 6 Resorting to the law. 40.3. 0.84 O. 79. O. 70. I. 0.50. 53. 1 19 9. O. 73 0.63. 5. 0.11. definition of "public interest" is very ambiguous and difficult to consider. I. 46.8 2 3. 5. 74.6%. 12.1%. Therefore, it is best to carry out business' interest first. 4. If a manager in a specialized industry discovers that business policy and public interest conflicts. they had best change the business policy.. 13.6%. 5. Only when one promotes communication. 00000. between business and the general public 0.53. o. DOD 0. 6.6%. 69.7%. 88.8%. is it considered responsible management. 58.6. *The statement corresponding to each item number refers to TABLE 1. Source: The study. * 1. Absolutely. disagree. 2. Disagree 3. No opinion 4. Agree 5. Absolutely agree The study. 116. 117.

(17) TABLE 2. Factor Analysis of Public Affairs Management Scale. * Item Number. Loading. 11. 6 7 8 10. 0.73 0.66 0.61 0.53 0.53. Factor 2 Accom modative: One-way Communication. 11 4 15 1. O. 10 0.61 0.58 -0.56. Factor 3 Bargaining: Two- way Control. 13 12 16 18 14. 0.82 0.62 0.61 0.48 0.47. Factor 1 Proactive: One- way Control. Crobach a. TABLE 3. Business Managers' Understanding of Public Interest. Variance Cumulative (%). *. 1. 234. 1. The scope or nature of public. 20.2. interest should be determinted by a manager's superior or boss. 2. A business manager, by completely implementing a policy, has fulfilled the. 0.66. 000 15.0%. 15.8%. o. o. 84.3%. 10.1%. expectations of their roles, and does not need to consider the public's opinion.. 31. 8. 0.69 3. In a realistic work situation, the. Factor 4 Resistance: Politicalizing the problem Factor 5 Relying on the Power of the State Factor 6 Resorting to the law. 40.3. 0.84 O. 79. O. 70. I. 0.50. 53. 1 19 9. O. 73 0.63. 5. 0.11. definition of "public interest" is very ambiguous and difficult to consider. I. 46.8 2 3. 5. 74.6%. 12.1%. Therefore, it is best to carry out business' interest first. 4. If a manager in a specialized industry discovers that business policy and public interest conflicts. they had best change the business policy.. 13.6%. 5. Only when one promotes communication. 00000. between business and the general public 0.53. o. DOD 0. 6.6%. 69.7%. 88.8%. is it considered responsible management. 58.6. *The statement corresponding to each item number refers to TABLE 1. Source: The study. * 1. Absolutely. disagree. 2. Disagree 3. No opinion 4. Agree 5. Absolutely agree The study. 116. 117.

(18) TABLE 5. Business Managers' evaluation of the importance of each stakeholder.. TABLE 4. Business interest group, public interest group and the difference of the public affairs managements. .... response patterns used. M Public affairs . management patterns. business interest cluster. public interest cluster. F. 3.57. 3.62. -0.28. 2. Accommodative: One- way Communication. 3.68. 3.62. O. 73. 3. Bargaining: Two- way Control. 3.59. 1. Proactive:. 4. Resistance: Politicalizing. 2.47. 2.04. 1. 34. 1. 65. Rank 4. 1. Government. 4. 10. O. 75. 2. Community. 4.67. 0.51. 3. Environmental Protection Group. 4.31. O. 74. 3. 4. Media. 4.38. O. 72. 2. O. 18. S. Stockholders. 3.81. 0.84. 8. 4.03. 0.81. 6. 0.10. 6. Chairman of the board 7. President. 4.08. O. 77. 5. 8. Sales Manager. 3.37. 0.98. 12. 9. Production Manager. 3. 79. 0.87. 9. 10. Financial Manager. 3.44. 1. 00. 11. 11. Factory Workers. 3.91. 0.85. 7. 12. Processed Materials Customers. 3.60. 0.99. 10. P. O. 78. One- way Control. 3.56. SD. 0.47. the problem 5. Relying on the power of the state. 3.47. 6. Resorting to. 2.58. 3.45. 2.62. 0.07. -0.10. 0.95. 0.92. the law. "'P<0.05. ......... P<O.OOI. Source: The study. The higher is the mean score, the higher the respondent evaluates this item. : The study. 118. 119.

(19) TABLE 5. Business Managers' evaluation of the importance of each stakeholder.. TABLE 4. Business interest group, public interest group and the difference of the public affairs managements. .... response patterns used. M Public affairs . management patterns. business interest cluster. public interest cluster. F. 3.57. 3.62. -0.28. 2. Accommodative: One- way Communication. 3.68. 3.62. O. 73. 3. Bargaining: Two- way Control. 3.59. 1. Proactive:. 4. Resistance: Politicalizing. 2.47. 2.04. 1. 34. 1. 65. Rank 4. 1. Government. 4. 10. O. 75. 2. Community. 4.67. 0.51. 3. Environmental Protection Group. 4.31. O. 74. 3. 4. Media. 4.38. O. 72. 2. O. 18. S. Stockholders. 3.81. 0.84. 8. 4.03. 0.81. 6. 0.10. 6. Chairman of the board 7. President. 4.08. O. 77. 5. 8. Sales Manager. 3.37. 0.98. 12. 9. Production Manager. 3. 79. 0.87. 9. 10. Financial Manager. 3.44. 1. 00. 11. 11. Factory Workers. 3.91. 0.85. 7. 12. Processed Materials Customers. 3.60. 0.99. 10. P. O. 78. One- way Control. 3.56. SD. 0.47. the problem 5. Relying on the power of the state. 3.47. 6. Resorting to. 2.58. 3.45. 2.62. 0.07. -0.10. 0.95. 0.92. the law. "'P<0.05. ......... P<O.OOI. Source: The study. The higher is the mean score, the higher the respondent evaluates this item. : The study. 118. 119.

(20) TABLE 6.. TABLE 1. The difference test of the four groups managers in each of the six public affairs response patterns.. Business Managers' evaluation of the degree of change of environmental factors.. • Item. M. SD. Rank. 1. Environmental related laws. 3.47. 1. 12. 4. 2. Society's support of the chemical industrial. 3.96. 0.90. 2. 3. Community's support of the chemical industrial. 4.10. 4. Media reportage of the chemical industrial. 3.89. 5. Managers' support of the chemical industrial. 3.26. 1. 03. 6. 6. Wor kers' support of the chemical industrial. 3.46. 0.97. 5. • The higher is the mean score, the higher the respondent evaluates this item.. 0.87. 0.92. Comm. Facilitator. IComm.. Technician. Problem Solver. ~. I F I P. Prescriber. 1. Proactive: One-way Control. 3. 50. 3. 62. 3. 65. 3.62. I 0.28 I 0.84. 2. Accommodative: One- way Communication. 3. ]2. 3. 34. I 3. 49 I. 3. 36. I 1.31 I 0.25. 3. Bargaining:. 2.10. 2.4]. 2.00 I. 1.83. I 1.49 I 0.22. 4. Resistance: Politicalimtg the problem. 2.10. 2.41. 2.00 I. 1. 83. I 3. 21 I 0.02*. S. Relying on the. 3.46. I. 3. 52. I 0.65 I 0.58. 2.32. I 2.83. I 2.40 I 2.12. I 1.13 I 0.16. 1. Two-way Control 3. 3. 35. I 3. 32. I. Power of the State 6. Resorting to the law. Source: The study. P<O.05. ···P<O.OOI. FGUurce: The study. 120. 121.

(21) TABLE 6.. TABLE 1. The difference test of the four groups managers in each of the six public affairs response patterns.. Business Managers' evaluation of the degree of change of environmental factors.. • Item. M. SD. Rank. 1. Environmental related laws. 3.47. 1. 12. 4. 2. Society's support of the chemical industrial. 3.96. 0.90. 2. 3. Community's support of the chemical industrial. 4.10. 4. Media reportage of the chemical industrial. 3.89. 5. Managers' support of the chemical industrial. 3.26. 1. 03. 6. 6. Wor kers' support of the chemical industrial. 3.46. 0.97. 5. • The higher is the mean score, the higher the respondent evaluates this item.. 0.87. 0.92. Comm. Facilitator. IComm.. Technician. Problem Solver. ~. I F I P. Prescriber. 1. Proactive: One-way Control. 3. 50. 3. 62. 3. 65. 3.62. I 0.28 I 0.84. 2. Accommodative: One- way Communication. 3. ]2. 3. 34. I 3. 49 I. 3. 36. I 1.31 I 0.25. 3. Bargaining:. 2.10. 2.4]. 2.00 I. 1.83. I 1.49 I 0.22. 4. Resistance: Politicalimtg the problem. 2.10. 2.41. 2.00 I. 1. 83. I 3. 21 I 0.02*. S. Relying on the. 3.46. I. 3. 52. I 0.65 I 0.58. 2.32. I 2.83. I 2.40 I 2.12. I 1.13 I 0.16. 1. Two-way Control 3. 3. 35. I 3. 32. I. Power of the State 6. Resorting to the law. Source: The study. P<O.05. ···P<O.OOI. FGUurce: The study. 120. 121.

(22) REFERENCE. THE CHINESE JOURNAL Acharya L.(986). "Public Relations Environments". Journalism Quarterly. 62:577-584.. OF ADMINISTRATION. Buchholz R. A. (1987). Business Environment and Public Policy Implications for. Number 56, Aug. 1994. Management and Strategy Formation. 2nd ed. New Jersey: Prentice-Hall. Cutlip S. M., Center, A. H. & Broom, G. M. (1985). Effective Public Relations. 6th ed. ~ew. Jersey: Prentice-Hall.. Downey H. K. & Slocum, J. W. (1975). "Uncertainty: Measurement and Variation". Academy of Management Journal. 18:571. Grunig J. E. & Hunt, T (1984). Managing Public Relations. New York: Holt, Rinehart & Winston.. Hsiao H. H. M. (1986). The Analysis on the Structure and Process of Anti-Pollution Self-Help Actions in 1980s. The Environmental Protection Administration, Taipei. Taiwan. Hussey J. F. (1988). "Community Relations". In B. Cantor (ed.) Experts in action: Inside public relations, New York: Longman. Mahon, (1982). In Lee E. Preston (ed.) Research in Corporate Social Performance and Policy: A Research AnnuaL Connecticut: Jai Press Inc .. McMillian S. J. (1987). "Public Relations in Trade and Professional Associations: Location, Model, Structure. Environment, and Values", In Margaret L. Mclaughlin (eds). Communication Yearbook. Volume 9. Post J. E, (1978). Corporate Behavior and Social Change Reston Publishing Company. Ryan M. & Martinsan D. L. (1985). "Public Relations Practitioner, Public Interest and Management", Journalism Quarterly, 62(1):111-115. Ryan M. H., Swanson C. L. & Buchholz R. A. (1987), Corporate Strategy, Public Policy & the Fortune 500: How America's Major Corporations Influence Government. New York: Basil Blackwell.. 122. Publisher: Dinp Ricky Wu (Director of Center for Public & Business Administration Ed ucation, National Chengchi University). Editorial Board: En-Feng Lin (professor of Chengchi U.) Ping-Song Shieu (professor of Chengchi U.) Jun-Shu Chang (professor of Chengchi U.) Chia-Yang Chang (professor of Chengchi U.) Fei-Lung Lui (professor of Chengchi U.) Dah Hsian Seetoo (professor of Chengchi U.) Shyh-Bao Lai (professor of Chengchi U.) Paul-shian Su (professor of Chengchi U.). Executive Editor: Chung-Yuang Jan (professor of Chengchi U.) Assistant Editor: Der Chyuan Su The Chinese Joumal of Admilistratbn is plblshed semi-annlBtJ by the Center for Plblb and Business Administratbn Educatbn, National Chengchi . University, 187, Chil Hwa Street, Ta~ei, Replblb of China. The Journal is devoted to the exchange of ideas and information among administrators, scholars, or others interested il plblk:: and busness admilistration and re lated fields. Normaly, articles submitted for publication should not exceed 10,000 words, and those in the range from 5,000 to 6,000 words are particularly welcomed. An mateml should be typed double spaced on one '8De of the page. AI artbles and correspondence should be addressed to the Joumal in care of the Center for Public and Business Administration Educatbn at the address gr..,en above. All views expressed herein are the personal views of the authors and do not necessarily reflect the opilbns of the organizations for which they work or of the Center for PubIC and Business Admilistration Education. Subscription price : NT$ 160.00, US$ 8.00 Postage (per copy) : Airmail-- Hong Kong US$2.00 Asia & Pacific US$3.00 Other Areas US$4.50.

(23) REFERENCE. THE CHINESE JOURNAL Acharya L.(986). "Public Relations Environments". Journalism Quarterly. 62:577-584.. OF ADMINISTRATION. Buchholz R. A. (1987). Business Environment and Public Policy Implications for. Number 56, Aug. 1994. Management and Strategy Formation. 2nd ed. New Jersey: Prentice-Hall. Cutlip S. M., Center, A. H. & Broom, G. M. (1985). Effective Public Relations. 6th ed. ~ew. Jersey: Prentice-Hall.. Downey H. K. & Slocum, J. W. (1975). "Uncertainty: Measurement and Variation". Academy of Management Journal. 18:571. Grunig J. E. & Hunt, T (1984). Managing Public Relations. New York: Holt, Rinehart & Winston.. Hsiao H. H. M. (1986). The Analysis on the Structure and Process of Anti-Pollution Self-Help Actions in 1980s. The Environmental Protection Administration, Taipei. Taiwan. Hussey J. F. (1988). "Community Relations". In B. Cantor (ed.) Experts in action: Inside public relations, New York: Longman. Mahon, (1982). In Lee E. Preston (ed.) Research in Corporate Social Performance and Policy: A Research AnnuaL Connecticut: Jai Press Inc .. McMillian S. J. (1987). "Public Relations in Trade and Professional Associations: Location, Model, Structure. Environment, and Values", In Margaret L. Mclaughlin (eds). Communication Yearbook. Volume 9. Post J. E, (1978). Corporate Behavior and Social Change Reston Publishing Company. Ryan M. & Martinsan D. L. (1985). "Public Relations Practitioner, Public Interest and Management", Journalism Quarterly, 62(1):111-115. Ryan M. H., Swanson C. L. & Buchholz R. A. (1987), Corporate Strategy, Public Policy & the Fortune 500: How America's Major Corporations Influence Government. New York: Basil Blackwell.. 122. Publisher: Dinp Ricky Wu (Director of Center for Public & Business Administration Ed ucation, National Chengchi University). Editorial Board: En-Feng Lin (professor of Chengchi U.) Ping-Song Shieu (professor of Chengchi U.) Jun-Shu Chang (professor of Chengchi U.) Chia-Yang Chang (professor of Chengchi U.) Fei-Lung Lui (professor of Chengchi U.) Dah Hsian Seetoo (professor of Chengchi U.) Shyh-Bao Lai (professor of Chengchi U.) Paul-shian Su (professor of Chengchi U.). Executive Editor: Chung-Yuang Jan (professor of Chengchi U.) Assistant Editor: Der Chyuan Su The Chinese Joumal of Admilistratbn is plblshed semi-annlBtJ by the Center for Plblb and Business Administratbn Educatbn, National Chengchi . University, 187, Chil Hwa Street, Ta~ei, Replblb of China. The Journal is devoted to the exchange of ideas and information among administrators, scholars, or others interested il plblk:: and busness admilistration and re lated fields. Normaly, articles submitted for publication should not exceed 10,000 words, and those in the range from 5,000 to 6,000 words are particularly welcomed. An mateml should be typed double spaced on one '8De of the page. AI artbles and correspondence should be addressed to the Joumal in care of the Center for Public and Business Administration Educatbn at the address gr..,en above. All views expressed herein are the personal views of the authors and do not necessarily reflect the opilbns of the organizations for which they work or of the Center for PubIC and Business Admilistration Education. Subscription price : NT$ 160.00, US$ 8.00 Postage (per copy) : Airmail-- Hong Kong US$2.00 Asia & Pacific US$3.00 Other Areas US$4.50.

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