What’s Written Versus Reality: Ethical Dilemmas In A Hi-Tech Public Relations Firm

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Amid the scandals caused by lack of honest and open communication are the ethical blunders of public relations firms themselves. There is a considerable body of evidence emerging to suggest that modern public relations support trends of unethical practices such as lying, falsifying documents, and even espionage. Current research shows that there can be no ethical public relations because the practice itself is known for its manipulation and propaganda. Public Relations, Inc. (PRI) a disguised U.S medium-to-large PR consulting firm is a perfect example of an organization faced with ethical dilemmas (Weiss, 2006).

Clearly, there are many ethical dilemmas facing PRI employees and although it seems easy for the reader to say she would do the right thing in all these situations, it would be hard. However, if the reader was actually in such a position and feeling pressured to act, she might do what many of the PRI employees did, use judgment and common sense as a guide sense there are no clear set guidelines to help employees understand the agency’s expectations regarding appropriate decisions when faced with common ethical dilemmas (Weiss, 2006).

With regards to the seven common ethical dilemmas that would be facing the reader as a PRI employee, first being, client noncompete agreement. Since the contracts between the agency and the client specifically state in this instance that the agency will not solicit or accept work from a competitor during the terms of the contract (Weiss, 2006). The reader would not make any sales pitches to competing client that would cause the termination of any current contracts. In this situation common sense would be the determining factor, and since it is clearly wrong and illegal, she would know ...

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...ist between individual greed and self-interest that cloud judgment and governs behaviors. This, and several other vague clauses, leaves employees to face ethical dilemmas regarding appropriate behavior on their own. Nonetheless, PRI’s culture does not encourage professionals to act in an ethical manner, and motivates that drive managers’ actions include power, ego, and economics (Weiss, 2006). PRI’s leaders have short-term focus and lack trust or long-term relationships-building qualities (Weiss, 2006). This egotistical nature of the organizational culture is what began its ethical dilemmas and as in the case of Enron, will be the end of its ethical dilemmas if changes are not make sooner than later.

Works Cited
Weiss, J.W. (2006). Business Ethics: A Stakeholder and Issues Management Approach, Fourth

Edition. Mason, OH: South-Western Thomson Higher Education.

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