This investigation sought to describe the organization, function, and scope of the internal public affairs program of Carswell Air Force Base, Texas. Data came from in-depth interviews, office files, and military publications. The Carswell Air Force Base internal public affairs program appeared to be without direction and reactive in nature. Personnel had little or no formal journalism or public relations training and demonstrated only a vague awareness of the relationships between publics, tools, and activities. Still, the job seemed to get done, although perhaps not as well or as efficiently as possible. This raises the question: Where does formal journalism or public relations training fit into the running of a public affairs/relations office?

This study was designed to determine whether Time, Newsweek and U.S. News & World Report news magazines expressed. opinions in their coverage of four topics concerning the 1979 energy crisis: United States government, OPEC, oil companies, and consumers. A content analysis of all stories in the three magazines from May to December 1979 indicated that Time was the most opinionated, U.S. News & World Report was second, and Newsweek was most neutral in coverage of the energy crisis. The percentage of article space allotted had no apparent effect upon the magazines' handling of those topics.

The problem of this study was to describe the operation and organization of Francophone Baptist Publications and to learn the publication needs of missionary personnel in the six countries served by the organization. Information for the study was gathered from Baptist history books, minutes from organizational meetings, questionnaires, and personal interviews with office and missionary personnel. The study revealed that although 47 per cent of those receiving questionnaires responded, only 28 per cent knew the materials and the organization sufficiently to evaluate them. This led to the conclusion that a lack of communication between the center and the missionaries exists and that the center should keep the market informed of materials available. The responses indicated that the present publications priorities do not reflect the real needs of the missionary personnel.

Adolf Hitler advocated total control of the press for many years before he was elected Führer. Almost immediately after he assumed power in 1932, Hitler began writing new laws and regulations that totally exorcised all freedoms from the German press. This study follows the path that Hitler took to control the German press from 1920 until the end of World War II. It utilized translations of documents and statements by men whom Hitler appointed to control the press and books written by experts in the fields of communications as well as men who prosecuted Nazi war criminals after World War II. The study found that the control of the press was indeed a very necessary ingredient in Hitler's climb to power and remained crucial during his reign as Führer.

This study seeks to determine, through content analysis, whether there was evidence in news magazines during the 1980 presidential campaign to support the claim that Anderson was a "media-created candidate." Studying weekly issues of Time, Newsweek, and U. S. News & World Report from April 28, 1980 through November 3, 1980, it was found that (a) Anderson received 17 per cent of the total campaign coverage, compared to Reagan's 42 per cent and Carter's 37 per cent, and (b) overall, Anderson's coverage was mildly negative in all magazines. The study concludes that rather than "creating" Anderson, news magazines may have undercut his viability by restricting the length and number of stories about him.

This study examines the public relations practices of the Public Relations Department and the Human Relations Department at National Semiconductor Corporation. Source material included interviews with twelve company employees, company publications, and other publications. Five chapters deal with particular problems with which the semiconductor industry in the 'United States is confronted; background and development of National Semiconductor Corporation; organization and practices of the Public Relations Department; and public relations practices of the Human Relations Department. The study finds much strength in each of the two departments but concludes that the public relations function would be strengthened by consolidation into one department. It recommends further scholarly research of public relations practices at other electronics companies.