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Discussion on Grunig and Hunt's Public Relations Model

1. introduction.

Public relations model has been a popular topic since it was first developed in 1984 by James E. Grunig and Todd Hunt. Until now, not much changes have been made since its emergence, meaning that their model is still being practiced widely. The question is why? This is because Grunig and Hunt have developed their model according to the environment that business organizations are in. In addition, the practices conducted by public relations practitioners nowadays are still relevant to the model, though during the development of the Excellence theory, there have been additional steps for the practices. This is evident through the employment market. The public relations practitioner job specification is almost similar to what is in the model. Step by step, the practitioner has to go through the levels where he will have to start from news-writer to policy maker. This is shown by the latent tactic stage to the strategic management counseling, research, and evaluation. The similarities are sometimes in the mission statement of an organization wishing to have two-way communication with the public. This is the best possible way for the practitioners to prove that the model is still relevant to their practices. This is because Grunig and Hunt have developed this model according to what is best for the organization and the public, by basing the practices as a decision and problem-solving process then translating it into effective communication. The types of research are advantageous to the public relations practitioner nowadays. It is a known fact that the research means are likely to be primary research using interviews, focus groups, meetings or secondary research from internal or external data. This type of research is providing a good job opportunity for the practitioner because the function of public opinion or marketing research by in-house personnel or agency can be done by the practitioner himself or outsourced to a public opinion research professional or agency. This is proved with the research and development as coding for excellence whereby it was found that effective two-way communication with the public is linked to better productivity and the organization will be able to reduce the resources used for overcoming problems with its stakeholders. From the cost-effectiveness study, it was found that the second in the four steps of the generic principle is the most effective to clear up mistaken impressions and anti-organization. All this type of research is beneficial to the practitioner.

1.1. Overview of Grunig and Hunt's Public Relations Model

In 1984, James Grunig and Todd Hunt's article "Managing Public Relations" was published in the Journal of Communication. This article explains the team's attempt to advance the academic theorization of public relations by outlining an initial body of knowledge for building public relations theory. To do this, they decided to construct a theory of public relations based on representational and reflective thinking - theory built from practice and linking practice. They began with a review of the literature in social science disciplines and public relations. Then they articulated the paradigms of experience that were basic to the social sciences and to public relations. From these paradigms, they derived four typologies of public relations dealing with the models of public relations. This is the first of a two-part article on the models of public relations as outlined by the team of Grunig and Hunt. The four models - press agentry, public information, two-way asymmetric, and two-way symmetric - form a rough chronological sequence of how public relations has been practiced in the 20th century. The authors believe these models will best serve the public relations field in creating a body of social science theory of the sort that is a norm in other professional disciplines like economics, psychology, and sociology. Social science theory will also help public relations to achieve the reflective-level theory that is higher-level thinking and a type of theory linking that goes beyond the trial-and-error practice so that public relations will achieve its rightful place as a strategic management function. This will solve the problem of public relations theory being peripheral to public relations practice and public relations being peripheral to organizational function.

1.2. Importance of studying the model

To facilitate the process of studying another theory, it is important that the model not only be clear but that it is relatively easy to understand and can be readily applied as a research tool. The five themes of strategic management, two-way communication, symmetrical communication, and the importance of the practitioner as a consumer of social science knowledge are very easy to understand, and the model does seem to be able to serve as an effective heuristic for any public relations practitioner. This is useful because it enables the model to function as a tool which practitioners can use to focus on specific public relations issues in a particular context and then be guided in choosing the most appropriate research to deal with such issues. For example, a practitioner dealing with an issue of organizational change would be interested in identifying the key publics involved in the change process, how these publics are affected by the change, and most importantly, how the change affects the relationships between the organization and its publics. The practitioner would be able to use the Grunig and Hunt model as a guide in formulating a research plan to answer the above questions. Another reason why it is important for practitioners to study the Grunig and Hunt model is to enhance the professionalization of public relations as a discipline and a practice. Highhouse (2004) asserts that the theory and practice of psychology are indelibly linked – theory informs practice, and it is through practice that lacunae in the extant body of theoretical knowledge are identified, thus driving the creation of new theory. This is exactly what is needed in public relations. Anecdotal evidence suggests that public relations is often practiced in an ad hoc manner, without reference to formal theories of communication, persuasion, or human behavior (Grunig, 2001). It is hoped that by creating a theoretical body of knowledge to improve public relations practice and teaching, public relations may become more professionalized and be recognized as a serious and valuable function. The Grunig and Hunt model is rich in its implications for theory testing and building. Conceptualization of four possible models of public relations coupled with the belief that the best public relations is that which gets the most accurate information from publics to make more informed decisions suggests that research using the model can be used to test different public relations practices and determine their relative success in fostering mutual understanding between an organization and its publics. This will facilitate the generation of clear hypotheses and the testing of such hypotheses using both qualitative and quantitative research methods. It is hoped that such research will eventually lead to the accumulation of a substantial body of clearly demonstrated propositions and generalizations.

2. Key Components of the Model

In the literature, Grunig and Hunt explain the key components of the model. It defines the model constructed by four types of PR. This typology is based on the way in which PR is used and the nature of PR objectives. These four models can be placed into a 2x2 matrix, and the consumer can select which is most suitable to their situation. With using this model, Grunig and Hunt can differentiate the four in terms of goals, by seeking whether the practitioner is trying to understand a public in a situation or trying to change publics' behavior, and also the nature of communication from the practitioner to the public. These four models are very important components to the rest of the theory. The two-way symmetrical model is when the practitioner uses communication to negotiate with publics, to come to a mutual understanding and an agreement about whether behavior change is needed. This is seen as the ideal type of PR, but it isn't always the best way to go about an issue or possible. This is especially true in the public sector. It has been found that issues involving policy between government and citizens really are best dealt with using a top-down approach. This is where the government informs the people about the policy and what it means for them, so the best decision can be made. The two-way asymmetrical model is when the practitioner uses communication to try and find out what publics think and feel, and tries to do this without changing their own views. This type of research is generally formative and is used to help a client decide what action to take on an issue. This is often used by market researchers to pinpoint public wants and wishes within a consumer society.

2.1. Four models of public relations

The four models of public relations according to Grunig and Hunt can be grouped into two categories: symmetric and asymmetric. The key differences between these four models are how organizations and publics interact and how power is viewed in the relationship. The two-way models, whether symmetrical or asymmetrical, have the PR practitioner interacting with the public, taking on board information and changing their behavior to accommodate public feedback. The two-way symmetrical model seeks to negotiate with the public, achieving a win-win situation for both parties. This model views the public as having just as much power as the organization, with both sharing responsibility for the outcome. This is seen as an ideal for a PR practitioner, but it has rarely been practiced, as it requires a lot of resources and has the potential to damage the organization. The two-way asymmetrical model has the PR practitioner conducting research on the public in the hope of finding out what it would take to get them to behave in a way beneficial to the organization. This model assumes the organization has more power than the public and seeks to use that power to its own advantage. This model is still used today, but what personnel in the past thought would be beneficial action for publics may not seem so by today's standards.

2.2. The two-way symmetrical model

Key components of this particular model focus on the practice of socially desirable and mutually beneficial two-way communication. This is the component most researchers agree is the most desirable aspect of public relations practice. Essentially, it involves modifying attitudes and behaviors among publics. This is conducted through negotiation and is when organization and public come to a mutual understanding and a win-win situation. Using research to find out where each public's attitudes and behaviors need to be modified and measuring the effectiveness of the program at the end to see if the desired changes have occurred. The second component involves the practice of taking a PR role in top-level decision making in an organization. This is when public relations practitioners act as a representative for the publics strategic issues involving a public can be raised and a two-way communication process can be begun to reach a compromise. This model does not advocate for the avoidance of ethical issues that are unfavorable to the organization.

2.3. The two-way asymmetrical model

Introduction According to Grunig and Hunt, the two-way asymmetrical model is "a model of public relations that emphasizes scientific persuasion and the use of research to find out how to persuade publics... to engineer public consent to the objectives put forth by the client." In other words, publics are not encouraged to voice their own concerns or opinions on the client's activity with this model. The practitioner conducts formative research to find out the concerns and behaviors of the public so that they can construct messages that may help change the public's opinion to one more favorable to the client. Then the practitioner conducts tactical research to see how the messages affected the public and how their opinion may have changed. The final phase of the process would involve a second formative research session to see if the client has achieved its objective, which in most cases is to change the public's opinion in a favorable manner to the client.

2.4. The one-way public information model

The aim of the one-way public information model is to disseminate messages from an organisation to its publics without any research about the audience being necessary. It is designed to inform the public about an issue, event or an organisation's point of view. To be effective in achieving this aim, there are three essential parts for the practitioner to consider. Initial research must be done to determine what information the public may find useful. The information may relate to consumer issues on a product or a socially important issue in the eyes of the institution. In identifying what is important, the practitioner can then decide what information he/she wants to relay to the publics and can consequently determine the best channels to reach these publics. The research done in the first step will obviously make it necessary to compile information to be released. With the single intention to inform, the practitioner can be sure that the information will be comprehensive and useful to the public. A major advantage here is that the practitioner can use any favorable information about the organisation without the need to manipulate it in order to serve a strategy as in the two-way models. Lastly, the information that has been compiled and deemed useful to the public can be released. This can be an organisation's long-term strategy to keep its publics aware of its activities or an immediate release of information in an attempt to shape public opinion about an issue.

3. Critiques and Limitations

Grunig and Hunt's four models provide a strategy for the public relations counseling process and they are "press agentry/publicity model, public information model, two-way asymmetrical model, and two-way symmetrical model" (Grunig and Hunt, 1984). These models were developed based on the understanding that PR activity can be carried out at both the organizational and societal levels. It is a strong ideologically driven, normative, and prescriptive theory that assumes the best PR is only that which serves to establish common interest between an organization and those publics on which it depends (including the publics who make decisions that affect the organization). The achievement of mutual interest is seen as strategic for organizations coping to survive and prosper in a competitive, regulated, and uncertain environment. The ultimate goal of using PR is to build harmonious relationships that make adversarial ones unnecessary, or at least to make these relationships more symmetrical (http://www.edwardsamuels.com/pr/pr6.html). The reason for the models is to have a systematic plan and being able to move from a lower to a higher level. This systematic way draws on classical and social science theories so PR scholars can understand the problem and the best way to solve it and forecast the consequences of their advice before they offer the service to the public. The levels are divided in the models because one research showed that the average practitioner typically spends a little time in research, planning, communicating, and evaluation and researches showed that it was less effective to use the higher level approach when using the lower level methods. The progress between the levels allows PR to either achieve higher standards or fail and return to a lower level.

3.1. Lack of cultural sensitivity

The predominant cultural feature of public relations activity in specific national cultures can perhaps be better explained regarding Grunig and Hunt's (1984) situational theory, concerned with how publics are grouped according to the extent and type of public relations to be practiced. But the model also possesses assumptions regarding universal normative and informational strategies of public relations which were implicitly designed for application to any culture. This may not be feasible. As Sriramesh (2004) puts it, "although universal principles have great appeal, public relations is culturally specific... and that there may be no one-size-fits-all theory for public relations because of cultural differences." For informative strategies, Grunig and Hunt (1984) still accept that the most appropriate information seeking behavior for any public is the adoption of the universal good. But depending on the culture of the public and the issue at hand, the definition of what is 'good' can vary considerably. Also, the widespread use of propaganda for persuasion throughout Europe's World Wars by governments and private organizations alike proves that the implicit assumption of 'persuasion being a far more cost-effective means of achieving changes in public behavior than the law' has cultural constraints. Ultimately, it is unrealistic for the adoption of a universal normative strategy to promote a change in behavior or what is perceived as the 'best' for a public which varies greatly in the issue at hand and its cultural acceptance of the behavior in question.

3.2. Overemphasis on persuasion and manipulation

The model has been criticised for placing too much emphasis on the concepts of persuasion and manipulation. Grunig and Hunt (1984) describe public relations as a deliberate, planned and sustained effort to establish and maintain mutual understanding between an organization and its publics. The greatest error in the typology is a lack of a symmetrical dialogue to resolve conflicts. This leaves only one alternative for the practitioner and that is to stage a persuasive event for every type of conflict. Persuasive communication is only one aspect of the practice. Often the practitioner is called upon to find a solution to a problem, or help his client see what changes in its own views and tactics might be helpful. A practitioner working for the Cornell farming community in New York to ameliorate some tensions with the rural Ithaca townspeople turned to research to find communication between the two publics. His persuasive task was to get the two publics to attend a series of public forum meetings. Upon revisiting the task it is clear that the ideal solution would have been to use a two-way form of communication to help the client change the rural community's views and behaviour and the forum meetings would have been a successful tactical move. But the typology leaves no room for a two-way form of communication. The practitioner would be forced to use his persuasive skills and the best success the advocate and abidger social change public would never have been undertaken. One-way communication often happens because it is by far the easiest and least expensive way to get something done. But with two kinds of publics demanding a change in views, it is clear one-way communication is not in the best interest of the client or the publics involved. With only one type of persuasion as a strategic mode, the model will often force the use of a two-way form of the wrong type. Changes in public views and changes in the behaviour of one's own publics demand a change in a client's attitudes and often the model will force a change in public views on the client to affect the attitude change. Changes in public views are often the most difficult type of change in general for a client to discern and increases in support can leave a client bewildered as to why extra funds are not doing the trick. The model suggests using persuasion to change public views and clarifying the changes with more research. This research is an attempt to reach a form of a public's latent opinion and it is clear that increasing support could well have been changes in views by the advocacy public. This would force the practitioner back into the abidger role with a different type of public and an entirely different task. The model is inflexible and makes no provision for changing strategies and it is often accomplished on the same type of objective.

3.3. Challenges in implementing the model effectively

Application of any theory into practice is usually more difficult and the Excellence theory is no exception. Although many PR practitioners agree with the theory, implementation is still difficult. Ledingham and Bruning (1998:356) interviewed senior level PR practitioners in both the private and public sectors and most said that they had implemented only parts of Grunig's PR models. The respondents claimed to have implemented research as the basis of their campaigns and publics as the basis of segmentation and targeting. But the 2-way symmetrical model, albeit being the most desirable way of doing PR, had partial implementation. This was mainly because of problem with understanding exactly what each public wants and how to satisfy the public and the organisation's wants. Often there are conflicting interests between different publics and also between publics and the organisation. All these would have to be settled and Ledingham and Bruning (1998:356) argued that very few organisations are willing to devote resources to this level of negotiation. This meant that PR practice in real life tended to still be more 2-way asymmetrical although some a huge improvement from the early levels of PR with press agentry and publicity. If the PR is being implemented government sector, there is bound to be another obstacle in implementing the 2-way symmetrical model, which is accountability. Many government PR practitioners have recognised the importance of the 2-way symmetrical model in building relationships with the publics and getting public feedback on policies. But the major problem comes when trying to obtain budget allocation for activities where there is no tangible evidence of success, despite the fact that relationships with publics are often more important than the outcomes of specific policies. This can be a huge challenge and also an ethical dilemma for PR practitioners in trying to secure organisational resources for activities which aim to improve symbiotic relationships between publics and the organisations. Finally, an obstacle to implementing the Excellence theory across the board is the fact that many PR professionals still have the mindset that the primary focus of PR is in dealing with external publics, typically customers or consumers. This being the case, the main objective is still more often than not, to increase support for the organisation or its products amongst the publics. The concept of doing what is best for the public and taking public interests and concerns into consideration is still a foreign concept to many practitioners and the higher level of the two way models require a change in attitude from PR professionals. This is something which may take a generation to change.

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Genovese Crime Family Research Paper

This essay about the Genovese crime family today explores how this notorious group has adapted to the modern landscape of organized crime. Historically one of the Five Families dominating New York City’s underworld, the Genovese family was known for its strict adherence to omertà and complex hierarchical structure. With the advent of laws like the RICO Act, traditional organized crime structures have faced dismantling, leading to a waning of overt criminal activities. Today, the Genovese family is more engaged in white-collar crimes and sophisticated frauds, including credit card fraud and cybercrime, demonstrating an adaptability to changing legal and economic environments. They also maintain influence in labor and union sectors, controlling construction projects and job sites. This shift indicates a strategic pivot towards less detectable forms of crime, allowing them to continue their operations amidst increased law enforcement pressures.

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The Genovese syndicate, an epithet intertwined with the echelons of organized illegality in the United States, has been the focal point of both governmental scrutiny and public intrigue for epochs. Historically acknowledged as one of the Five Syndicates dictating illicit activities in the urban expanse of New York City, the Genovese syndicate has been ensnared in a plethora of illicit undertakings encompassing gambling, usury, extortion, labor malfeasance, and homicide. Presently, amidst the metamorphosis of organized crime propelled by sundry factors, the Genovese syndicate endures as a notable player albeit within an altered milieu.

In the bygone century, the Genovese criminal clan was renowned for its steadfast adherence to the archaic omertà code, epitomizing silence, and for fostering an intricate hierarchical framework that defied law enforcement intrusion. Figures such as Vito Genovese and Vincent “The Chin” Gigante achieved notoriety for their leadership methodologies and the enigmatic ambiance enshrouding their machinations. Gigante, especially, garnered notoriety for sauntering the avenues of Greenwich Village garbed in his bathrobe to feign lunacy and elude legal repercussions, a stratagem earning him the moniker “The Eccentric Patriarch.”

In contemporary times, the sway of the Genovese syndicate, akin to much of organized crime in the United States, has dwindled under the relentless judicial straits and an evolving fiscal landscape. The Racketeer Influenced and Corrupt Organizations (RICO) Act, enacted in 1970, has proven particularly efficacious in disbanding the conventional structures of organized illegality. High-profile indictments and convictions have been instrumental in dismantling the hierarchical fabric of these syndicates, precipitating a more disjointed panorama of organized crime.

Nevertheless, the Genovese criminal syndicate has acclimatized to these vicissitudes. Presently, they are purportedly enmeshed in white-collar delinquencies and intricate stratagems less prone to soliciting scrutiny compared to their erstwhile street-level operations. These encompass credit card chicanery, cybercrime, and the infiltration of legitimate enterprises to syphon pecuniary gains. This transition underscores an adaptability and tenacity that has enabled the syndicate to perpetuate a presence in organized illegality despite formidable challenges.

Furthermore, the Genovese syndicate’s sway in labor and union circles, a historical bastion, persists as a pivotal facet of their endeavors. By manipulating union activities, they wield dominion over work sites, embezzle funds, and wield influence over construction ventures in New York City and beyond. This facet of their criminal pursuits underscores the entrenched nature of organized illegality in both illicit and licit spheres of the economy.

The enduring legacy of the Genovese criminal syndicate in the 21st century attests to the indomitable essence of organized crime. While their modus operandi may no longer mirror the overt brutality and theatrics of yore, their persistent undertakings intimate a calculated pivot towards subtler manifestations of illegitimate enterprises that elude facile detection and prosecution. As organized crime continues its metamorphosis, the saga of the Genovese syndicate serves as a poignant reminder of the intricate interplay between illicit enterprises, law enforcement, and society.

In summation, the contemporary Genovese syndicate reflects both the looming specter of its historical antecedents and its adaptive stratagems in the face of contemporaneous tribulations. Their narrative epitomizes a saga of metamorphosis and tenacity, showcasing that even the most infamous criminal conglomerates can engender novel avenues for flourishing amid adversity.

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• Mass Communication Topics

Public Relations As A Tool To Rural Area Development In Keffi Local Government Area Of Nasarawa State

Objectives of Study

• Identify the public relation medias used to promote/advocate rural development in Keffi Local Government Area of Nasarawa State.
• Assess the role of public relations in promoting rural development in Keffi Local Government Area of Nasarawa State.
• Assess the barriers faced by public relations practitioners in promoting rural development in Keffi Local Government Area of Nasarawa State.

Research Questions

• What are the public relation medias used to promote/advocate rural development in Keffi Local Government Area of Nasarawa State?
• What are the role of public relations in promoting rural development in Keffi Local Government Area of Nasarawa State?
• What are the barriers faced by public relations practitioners in promoting rural development in Keffi Local Government Area of Nasarawa State?

Research Hypothesis

• Ho: Public relations does not play a significant role in promoting rural development in Keffi Local Government Area of Nasarawa State.
• Ha: Public relations plays a significant role in promoting rural development in Keffi Local Government Area of Nasarawa State.
• Table of Content
• Certification
• Acknowledgement
• List of Tables

Chapter One:

Introduction.

• 1.1 Background of the Study
• 1.2 Statement of the Problem
• 1.3 Objective of the Study
• 1.4 Research Questions
• 1.5 Research Hypothesis
• 1.6 Significance of the Study
• 1.7 Scope of the Study
• 1.8 Limitation of the Study
• 1.9 Definition of Terms

Chapter Two:

Review of literature.

• 2.1 Review of Concepts
• 2.2 Review of Related Literature
• 2.3 Review of Empirical Studies
• 2.4 Theoretical Framework
• 2.5 Summary

Chapter Three:

Research methodology.

• 3.1 Research Design
• 3.2 Population of the Study
• 3.3 Sample Size Determination
• 3.4 Sample Size Selection Technique and Procedure
• 3.5 Research Instrument and Administration
• 3.6 Method of Data Collection
• 3.7 Method of Data Analysis
• 3.8 Validity of the Study
• 3.9 Reliability of the Study
• 3.10 Ethical Consideration

Chapter Four:

Data presentation and analysis.

• 4.1 Data Presentation
• 4.2 Analysis of Data
• 4.3 Answering Research Questions
• 4.4 Test of Hypotheses
• 4.5 Discussion of Findings

Chapter Five:

Summary, conclusion and recommendation.

• 5.1 Summary
• 5.2 Conclusion
• 5.3 Recommendation
• 5.4 Suggestions for further studies
• BIBLIOGRAPHY
• QUESTIONNAIRE

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The Use Of Print Media As Tool For Public Relation Practice

Public Relation Practices Of The Oil And Gas Industry

The Effect Of Public Relations Strategies On The Productivity In Manufacturing Industries

Public Relation And Productivity In The Public Sector In Bayelsa State (A Case Study Of Southern Ijaw Local Government)

Public Relations And Its Impact In The Banking Industry (A Case Study Of GT Bank And First Bank, Kaduna Branch)

Increasing Costumers Traffics Through Public Relations: A Case Study Of First Bank Plc, Enugu

User’s Perception Of Public Relations Practices Of Selected Academic Libraries In Ebonyi State

The Role Of Public Relations In Enhancing Customers Satisfaction In A Government Parastatals (A Case Study Of The Enugu State Idater Corporation)

Public Relations Policy Implementation And Audience Perception Of Government Parastatals (Case Study Of Nigerian Railway)

An Analysis Of The Uses And Abuses Of Public Relation In Management In Selected Nigeria Business Organization

The Role Of Public Relations In Rural Area Development: A Case Study Of Keffi Local Government Area, Nasarawa State

Public Relations As A Management Function Problems And Impact

An Assessment On Public Relations As A Tool For Resolving Conflict

Public Relation A Tool For Conflict Resolution (A Case Study Of PHCN Ltd Enugu Territorial Office)

Role Of Public Relation As A Tool For Customer Service Industry

Public Relations And International Marketing

The Effectiveness Of Public Relations Practice In The Oil Sector (A Case Study Of African Petroleum Plc, Port-Harcourt).

Public Relations As A Tool For Industrial Harmony (A Case Study Of Construction Industry)

Public Relations As A Veritable Tool For Eradicating Cultism In Nigerian’s Tertiary Institutions

Assessment Of Public Relations Effectiveness On Monkey Pox Scare In Awka Metropolis

The Impact Of Microfinance Banks In Rural Development In Nigeria

Industrialization And Rural Development

The Role Of Radio And Television In Rural Development

The Role Of Co-Operative Societies In Rural Development (A Case Study Of Nsukka Local Government Area)

Local Government Administration And Rural Development In Opobo/Nkoro Local Government Area Of Rivers State: A Study From 2020 To 2023

Effect Of Community Banks In Rural Development

Impact Of Community Banking On Rural Development

Self-Help Program And Rural Development

The Socio-Cultural Factors Affecting Rural Development In Nigeria (A Case Study Of Owerri North Local Government Area)

The Provision Of Social Services And Rural Development In Orlu LGA, Imo State Nigeria

Development Journalism As A Pre-Requisite For Rural Development

Trends In The Activities Of The Ministry Of Agriculture And Rural Development Anambra State, Nigeria, 1991-2013

The Role Of Women In Rural Development (A Case Study Of  Abriba Local Government Area of Abia State in Nigeria)

Local Government As A Tool For Rural Development (A Case Study Of Enugu North)

Impact Of Environmental Planning On Rural Development (A Case Study Of Uli Local Government Area In Anambra State)

Co-Operative Societies And Rural Development

The Contribution Of Microfinance Banking System To Rural Development In Offa Local Government Area Of Kwara State

Contributions Of Cooperative Societies To Rural Development Activities (A Case Study Of Oji River L.G.A, Enugu State, Nigeria)

The Effect Of Revenue Generation In Rural Development In Nigeria (A Case Study Of Ihiala Local Government, Anambra State)

Critical Review Of The Role Of Community Banking In Rural Development

Effective Public Administration Strategies As Panacea For Rural Development In Nigeria (A Case Study Of The Andonie Local Government)

Role Of Local Government In Rural Development In Jos South Local Government Area Of Plateau State, Nigeria

Accessing The Role Of The Broadcasting Media As Instrument For Rural Development

Role Of Nnannebuife Age Grade In Promoting Rural Development

Rural Sociology And Rural Development With Focus On Nigeria

The Effect Of Political Crisis On The Rural Development

Rural Development, A Means Of Combating Rural Urban Migration

Microfinance Bank As A Catalyst For Rural Development

The Impact Of The Mass Media On Rural Development

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