Browsing by Author "Varol, Muharrem"

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    Halkla ilişkiler açısından örgüt sosyolojisine giriş
    (Ankara : Ankara Üniversitesi İletişim Fakültesi, 1993) Varol, Muharrem
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    Örgütlerin kuruluş dönemlerinde örgüt kültürü oluşturmaları sırasında karşılaştıkları sorunlar
    (Sosyal Bilimler Enstitüsü, 2000) Alganer, Çimen Ülkü; Varol, Muharrem; Halkla İlişkiler ve Tanıtım
    Like the societies, organizations have some similar shared ideas and shaped feeling, in short, cultural inheritance to transfer the new members of the organization. Therefore, each organization has a culture which consists of its own values, believes, philosophy, heroes, myths and ceremonies that is transfered from one generation to the other. A strong cultural structure is an important tool in shaping the behaviours of the members of the organization. The cultural structure of the organization determines; the working style and tempo of organization members, the types of relationships whether it is formal or informal, and the atmosphere in the organization, in other words, organizational climate and in addition to this the corporate identity. We think that, there is a close relationship between the existence of cultural structure and the public relations practices that is consisted of two function parts called "situation analysis of organization" and "presentation of organization to its publics". We think that, in order to present itself to its external publics, first of all, the organization has to recognize its own corporate structure, the flow of communication, the members, the problems and needs related to the organizational issues, and related to this, the organization has to be aware of the expectations of external publics. One of the functions of public relations applications that is called "situation analysis", can be enlarged by forming the flow of communication between the internal publics and by supplying its continuity, by creating corporate identity which is suitable for the corporate structure, and by planning to solve the problems and satisfying the needs and by determining the corporate targets, at the same time prepares a suitable base for the other function of public relations that is called "presentation". In other words, the possibility of the fulfilment of the "presentation function" can be achieved effectively only if there is a systematical cultural structure analysed in detailed and defined by the public relations department in the organization. Beside this, setting of the external publics, the preparation of the messages that are suitable for these publics, the choice of the mass-media 138tools that will reach these publics, and forming a strong relationship with media and lastly the presentation of the corporate identity by using some techniques are the facilities that form the other function of public relations in the organization, that is "presentation". The other function of public relations, that is carried out inside the organization except the ones which we have mentioned before, is forming the mentality of social responsibility in the organization in establishing relations with its publics. The fulfillment of economical, social and political responsibilities, and maintaining their studies with the mentality of business ethics, in addition to the aim of profit and competition, their effort in making their publics feel that they have an understanding of social responsibilities, has an important place in today's understanding of public relations. We think that, there is also a relationship between one organization's cultural structure and the maintenance of the company's applications in norms of business ethics. The understanding of micro ethic, which defends that one has to serve for his/her organization as he/she serves for him/herself can exist only in a cultural climate by creating a strong culture in the organization where the corporate aims, targets and the policies are known by the members, and where the members are informed about the social and economic problems, where the members are enlightened about the decisions, performed activities, achieved successes, and where a two-way communication between managers and members is motivated. 139