An-Najah National University 

Faculty of Graduate Studies 

 

 

 

 

OBSTACLES TO THE APPLICATION OF SYSTEMS 

THEORY IN PUBLIC RELATIONS DEPARTMENTS 

AT PALESTINIAN UNIVERSITIES 

 

By 

Mohammad Tareq Alhaj 

 

 

 

Supervisors 

Dr. Amer Qasem 

Dr. Samar Shunar 

 

 

 

This Thesis is Submitted in Partial Fulfillment of the requirements for the degree 

of Master in Public Relations and communication program, Faculty of Graduate 

Studies, An-Najah National University, Nablus, Palestine. 

2023 



II 



III 

Dedication 

 

I dedicate this academic effort 

 To my hardworking and caring mother who stayed up late for me, 

 To my beloved father, Professor Tariq Alhaj, who invested in us and supported us, 

 To my dear sisters who helped and supported me, 

 And to the young ones in this world, Yasma and Osama. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



IV 

Acknowledgments 

Thanks, and appreciation to whom supervised this study Dr. Amer Qasem and Dr. 

Samar Shunnar who provided me with all the advice and assistance, and to the members 

of the discussion committee Dr.   and Dr.    For their good effort and valuable remarks, 

and to everyone who helped and supported me, especially my beloved father, Professor 

Tariq Al Haj, who was my supporter throughout my studies and my life. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  



V  



VI 

 List of Table  

Dedication........................................................................................................................III 

Acknowledgements.........................................................................................................IV 

Declaration.......................................................................................................................V 

List of Contents..............................................................................................................VI 

List of Tables................................................................................................................VIII 

List of  Figures..................................................................................................................X 

List of Appendices..........................................................................................................XI 

Abstract.........................................................................................................................XII 

 Chapter One: The general framework of the study..........................................................1 

1.1 Introduction to the study..............................................................................................1 

1.2 Theoretical Framework and Literature Review...........................................................3 

- The concept of systems theory........................................................................................3 

-  The concept of the “system”..........................................................................................3 

-  The characteristics of a system......................................................................................4 

-  Types of Systems in Management.................................................................................6 

-  Evaluation of the systems theory...................................................................................7 

1.3 Systems Theory and Organizational Development.....................................................8 

- Types of Organizational Development...........................................................................8 

- Models of Organizational Development.........................................................................9 

- Organizational Environment.........................................................................................10 

- Characteristics of an Organization................................................................................11 

- University Responsibility..............................................................................................12 

1.4 Systems Theory in Public Relations..........................................................................13 

- How does the Systems Theory work in Public Relations.............................................14 

1.5 Definition of Public Relations...................................................................................15 

- Characteristics of Public Relations...............................................................................16 



VII 

- Characteristics of a successful public relations practitioner.........................................16 

- Foundations of Public Relations...................................................................................17 

- Objectives of Public Relations......................................................................................18 

- Principles of Public Relations .............................................................................18 

- Marketing Activities for Public Relations.....................................................................19 

- The tasks of public relations..........................................................................................20 

- Responsibilities and Tasks of Public Relations Departments.......................................22 

- Problems of public relations..........................................................................................22 

- Universities in Palestine................................................................................................24 

- The Organizational Structure of the University............................................................25 

1.6 Problem of the study and its questions......................................................................37 

1.7 Significance of the study...........................................................................................38 

1.8 Objectives of the Study..............................................................................................39  

Research Limitations.......................................................................................................39  

 Chapter 2:  Methodology................................................................................................40 

Methodology of Study.....................................................................................................40 

Chapter 3: Data Analysis and Findings...........................................................................44 

 Chapter 4: Discussion and Recommendations...............................................................70 

The recommendations......................................................................................................70 

References.......................................................................................................................72 

Appendix.........................................................................................................................76 

 ب................................................................................................................................الملخص

 

  



VIII 

List  of tables 

Table 1: Distribution of the Study Sample According to Study Variables.....................41 

Table 2: Stability Coefficients for each Domain of the Tool and for the Tool as a 

Whole................................................................................................................42 

Table 3: Standard deviation for Determining Obstacles to Applying System Theory in 

Public Relations Departments in Palestinian Universities for Each Field of 

Study...................................................................................................................42 

Table 4: Evaluation of the study sample on obstacles to the application of systems 

theory..................................................................................................................44 

Table 5:Estimates of sample individuals on items in each field of the obstacles to the 

application of systems theory in public relations circles in Palestinian 

universities, according to study variables...........................................................80 

Table 6: Estimated Values of the Study Sample Individuals on the Items of the 

Administrative obstacles Domain.......................................................................46 

Table 7:Estimations of the study sample on the items of the domain of financial 

obstacles..............................................................................................................47 

Table 8: Estimated scores of the study sample on the items of the social obstacles......48 

Table 9: Estimates of the study sample on the items of the human obstacles................49 

Table 10: shows the t-test between the estimates of the study sample individuals for the 

obstacles of applying the systems theory in the public relations departments in 

Palestinian universities and the group of independent variables........................51 

Table 11: t-test between administrative obstacles and the sum of independent    

variables. .....................................................................................................55 

Table 12: shows the t-test between financial obstacles and the total independent 

variables..........................................................................................................81 



IX 

Table 13: shows the t-test between social obstacles and the sum of independent 

variables..........................................................................................................82 

Table 14: showing t-test between human obstacles and the sum of independent 

variables..........................................................................................................82 

Table 15: Methods for Confronting Obstacles to Applying Systems Theory in Public 

Relations Circles in Palestinian Universities..................................................83 

 

  



X 

Table of Figures 

Figure 1: The elements of the systems theory..................................................................6 

 

  



XI 

List of Appendix 

Appendix  A: 76.......................................................................................................االستبانة 

Appendix  B: Table..........................................................................................................80 

  



XII 

OBSTACLES TO THE APPLICATION OF SYSTEMS THEORY IN PUBLIC 

RELATIONS DEPARTMENTS AT PALESTINIAN UNIVERSITIES 

By 

Mohammad Tareq Alhaj 

Supervisors 

Dr. Amer Qasem 

Dr. Samar Shunar 

Abstract 

This study aimed to identify the obstacles to the application of Systems Theory in the 

public relations departments in Palestinian universities from the point of view of its 

employees, through a questionnaire designed for this purpose. The data was analyzed 

statistically using the SPSS program, the arithmetic mean and standard deviation of the 

values reported by the respondents to assess and know the degree of obstacles in the 

application of systems theory. The effect of the variables related to their characteristics 

such as gender, specialty, years of experience, number of courses, job title and type of 

university on the degree of approval chosen by the sample members was also studied. 

The study has concluded that financial obstacles were ranked first, followed by 

administrative, social, and human obstacles. One of the main recommendations is the 

necessity of allocating financial resources within the budgets to establish administrative 

systems that serve the university's objectives. Additionally, there should be a greater 

focus on feedback received from public relations staff in Palestinian universities. 

 

 

Keywords: System theory, obstacles, public relations departments, Palestinian 

universities.  



1 

Chapter one 

The general framework of the study 

The first chapter: general framework of the study 

1.1Introduction to the study 

Systems theory appeared at the end of the sixties of the last century to explain the 

complex behaviors and relationships between the components of the system, and how 

these relationships adapt effectively in the ecosystem of which they are a part. And its 

emergence in public relations began at the end of the eighties of the last century as one 

of the modern administrative theories in the work of public relations. Its premise is that 

organizations are essential units that work together and communicate to attain their 

desired outcomes.(Al Jarjani, 1992) 

According to systems theory, the work of public relations revolves around a set of key 

elements. One of these is the idea that public relations professionals serve as boundary-

spanning tools, playing a critical role both inside and outside of the organization.(Aqeeli 

& Al Mumani, 2013) 

To understand the external public, effective and open communication must be 

maintained with the public, and their groups must be joined to understand their 

perspectives. As a result, communication and interaction with the public serve as the 

basic pattern through which organizations seek to develop their work and adapt to their 

internal and external environment.(Qanawi, 2008) 

In this context, public relations employees must act as representatives of the 

organization's point of view during interactions with the public. At the same time, they 

must also represent the public's perspective during meetings with management. This 

approach enables public relations departments to obtain feedback, helping them to 

understand the environment in which they operate and create a state of balance between 

the internal and external environments. 

The relationships that public relations employees in Palestinian universities establish 

with the public are unique, as they provide valuable information to university 

management about the public's perspective on specific issues and the values they hold, 



2 

as well as how they will react to any decisions the universities may make. As a result, 

these inputs can be used in the process of making administrative decisions. (Qanawi, 

2008) 

Furthermore, public relations employees in Palestinian universities can also help 

identify problems and propose suitable solutions proactively before they become 

complex and difficult to solve. Therefore, any obstacles that hinder the work of public 

relations departments in universities will be a source of concern for their employees. 

Hence, environmental scanning plays a crucial role in their work, as these employees 

collect information and data to serve the institution and also disseminate information to 

the public.(Al Azzawi, 2020) 

The primary objective of systems theory is to establish a state of equilibrium between 

the internal and external forces that provide advantageous outcomes for the 

organization. In this regard, the practice of public relations is viewed as a critical 

element in maintaining the stability and coherence of the organization's systems. 

Through its strategic communication efforts, public relations serve to mitigate potential 

disruptions and foster harmonious relationships with various stakeholders, including 

employees, customers, investors, and the general public. Ultimately, the effective 

management of these relationships contributes to the long-term success and 

sustainability of the organization. As a result, public relations occupy a unique and 

sensitive position in identifying public opinion and comprehending their perspectives. 

The staff in public relations departments play an essential role as the link between the 

organization and its environment. They collect information from the internal and 

external public to use in making vital decisions. As (Al Zyadneh, 2015) quoted 

(Hazleton, 1992),public relations departments achieve this balance through two 

methods:  

1. maintaining a state of balance and interconnectedness between the organization and 

its publics. 

2.  monitoring and tracking the internal and external environment to help the 

organization adapt or respond. 

Thus, the novelty in this study lies in addressing a topic that have not been thoroughly 

investigated in the existing literature in Palestine, which is related to the systems theory 



3 

and the obstacles to its application in public relations departments in Palestinian 

universities. 

1.2 Theoretical Framework and Literature Review 

- The concept of systems theory 

Although there are multiple definitions of systems theory, they intersect in their 

fundamentals. It can be said that systems theory is a method for discovering the 

interactive relationships between system components and the approaches taken to solve 

institutional problems through purposeful decision-making. 

Systems theory can also be defined as the relationship between individuals and other 

elements of the system's components within clear relationships expressed in the 

organizational structure of the institution. 

Based on that, systems theory includes the following elements:(Al Jaban, 2001) 

1. The internal and external environment. 

2. The organizational structure within the institution. 

3. The human element. 

4. Those who interact with the institution 

- The concept of the “system” 

There are various definitions of a system.(Aqeeli & Al Mumani, 2013) defined it as an 

organization composed of elements that interact with each other to achieve a specific 

goal. These elements are interrelated through mutual and integrative relationships, and 

they interact with each other in a way that affects and is affected by their internal and 

external environment. 

(AL Sarn, 2004) defined a system as a collection of resources necessary to provide a 

product or service, which is influenced by its surrounding environment and, in turn, 

affects the desired objectives. 



4 

A system is an entity that contains a set of essential elements to carry out the daily 

activities of the institution, and through it, the other surrounding institutions can be 

identified.(AL Suwat, Sanady, & AL sharif, 2020) 

The researcher posits that a system can be conceptualized as a collection of internal 

elements that interact with both internal and external factors to form a comprehensive 

impression of the institution's activity within their environment. This interplay between 

internal and external elements allows for a deeper understanding of the various factors 

that shape the institution's operations, and provides insight into how it is perceived by 

those within and outside of the organization. 

- The characteristics of a system 

A system possesses a set of characteristics, including:(AL Suwat, Sanady, & AL sharif, 

2020) 

1. Organization: which refers to the arrangement of the system's components. 

2. Interaction: which is a continuous process of the mutual relationships between the 

system's basic components and elements. 

3. Interdependence: which means that the system's elements and components rely on 

each other. 

4. Integration: which is viewing the components of the system as a single unit, where 

each component complements the other. 

(AL Suwat, Sanady, & AL sharif, 2020) discussed the characteristics of systems theory 

in management, which are as follows: 

1. Interdependence between sub-systems. 

2. Integration and inclusiveness between the components of the system. 

3. Synergy: to ensure that the system's performance impact is clear and rapid. 

These characteristics apply to all types of institutions, whether productive or service-

oriented, including universities. A university is a system that has its limited objectives 

and has inputs and outputs to serve society through public relations departments that 

address the feedback related to its graduates, reputation, and activities. 



5 

Based on this, the elements of a system consist of: 

1. Inputs: consisting of material and non-material elements, as well as human resources 

that make up the main components of providing the service or product. 

2. Transformation processes: through which the product or service is formulated in 

terms of form and substance to become ready as outputs of the system. This requires 

the necessary funding to do so, in addition to the availability and proper use of 

management elements. 

3. Outputs: are the result of the transformation process within the system. 

4. Feedback: which is the process of obtaining information from the external 

environment to ensure the safety of the previous elements' performance. 

The elements of the systems theory can be viewed as five components, rather than four, 

which are(Huwida, 2012) 

1. Inputs: a combination of capital, labor, raw materials, and technology that are 

intertwined. 

2. Transformation: the process of efficiently mixing the inputs. 

3. Outputs: the product of the transformed inputs. 

4. Feedback: the evaluation of what has been accomplished. 

5. Internal and external environment: everything that surrounds the work environment 

of the organization, both inside and outside. 

The researcher believes that the transformation element is simply the proper processing 

of system inputs quickly and at a low cost, so as not to affect the quality of the results. 

This stage is what determines the quality of the outputs. Additionally, collecting 

information from the internal and external environment in a proper manner helps to 

correct errors and improve accuracy. 

 

 

 



6 

The elements of system theory can be formulated as the following: 

Feedback 

Figure1: 

 The elements of the systems theory 

 

 

 

 

(Source: from the researcher's work) 

- Types of Systems in Management 

Management concepts can be broadly classified into two types of systems, according to 

Al-Suwat et al. (2020). The first are general systems, which are focused on government 

institutions and relate to psychology and sociology. The second are specific systems, 

which concentrate on organizational structures, communication methods, job titles, 

orders, instructions, and feedback. Akeel and Al-Saran (2013) have identified one of the 

divisions of systems theory as open systems, which rely on the concept of constant 

interaction with their surroundings to benefit from feedback and influence their external 

environment.  

One of the advantages of open systems is that they force managers to deal with the 

organization as a whole and interact with the external environment, providing decision-

makers with information to make accurate administrative decisions. However, open 

systems have also faced criticism for their simplicity, difficulty in distinguishing what is 

beneficial or harmful to the system, the abstract view of phenomena, and the challenge 

of determining the relationship between the internal and external environment of the 

system. Open systems are characterized by responsiveness and interaction with the 

external environment, focus on feedback, adaptation to surrounding conditions, and 

maintenance of balance and stability. In contrast, closed systems are self-contained and 

do not interact with their external environment, ignoring any external factors. Closed 

systems are not flexible and operate within a narrow scope, do not have a feedback 

mechanism, and do not pay attention to balance and stability. 

Outputs 

 

Transformation Inputs 

 



7 

Closed systems are characterized by being confined within limits that limit their 

flexibility and interaction with the environment, meaning that they operate 

independently and isolated from the environment. The nature of the system itself does 

not allow for interaction with the environment, so these boundaries isolate the 

influences coming from the environment from that system.(Zeitoun, 2001) 

- Evaluation of the systems theory 

Advantages of the systems theory in management: (AL Suwat, Sanady, & AL sharif, 

2020) 

1. It helps in studying and analyzing the complex functions of organizations. 

2. It is considered more probabilistic than deterministic. 

3. Its concept also suits new institutions. 

4. It paves the way for interactive relationships among all elements of management 

including planning, organizing, directing, and controlling. 

Disadvantages of the systems theory in management:(AL Suwat, Sanady, & AL sharif, 

2020) 

1. Ambiguity and relative abstraction. 

2. Difficulty in applying it to large institutions. 

3. It does not specify the tools and techniques for managers; thus, it is not considered 

part of descriptive administrative theories. 

4. It does not specify the nature of the reciprocal and interactive relationships within 

the institution. 

Each theory has positive and negative aspects, and the positive aspects can be viewed as 

follows:(Shahab, 2014) 

1. Providing appropriate tools for studying and analyzing the overall situation of 

organizations in a comprehensive manner. 

2. Taking into account all the factors that affect organizations. 



8 

3. Viewing organizations in their external and internal environment, as the organization 

is an open system, not a closed one. 

4. Stimulating all components of the system to interact with the external environment, 

which helps to identify any problem related to any component of the organization. 

5. Helping in the development of the organization. 

The negative aspects are represented by:(Shahab, 2014) 

1. Preconceptions may not be accurate, and a positive view of the work of 

organizations is not necessarily always achieved. 

2. There are organizations that suffer from problems in some of their components and 

yet continue to operate continuously.  

1.3 Systems Theory and Organizational Development 

The system theory is based on understanding the different situations related to the 

organization and analyzing them realistically and objectively, comparing them to the 

surrounding environment, and making appropriate decisions accordingly. Public 

relations play an important role in this by identifying the different positions towards the 

institution, whether from within or outside, and collaborating with other departments. 

The system theory focuses on the idea that the organization is made up of 

complementary elements, and that the surrounding environment is important for 

feedback. All of this calls for organizational development that is in line with new 

developments and challenges.(Aqeeli & Al Mumani, 2013) 

Organizational development is an essential need for humans to adapt to the changes in 

the organization's environment, in addition to creating a state of satisfaction with the 

organization's outcomes. 

- Types of Organizational Development 

The organizational development is divided into the following types: 

First of all, according on the criterion: 

1. Physical Development: Includes technical and technological development. 



9 

2. Moral Development: Includes development in social relationships. 

3. Rapid Development: Occurs according to the situation and circumstance. 

4. Slow Development: Occurs gradually. 

Secondly, according to the level, organizational development can be classified as 

follows:(Shahab, 2014) 

1. Organizational-level development: which is a comprehensive change affecting all 

components of the organization. 

2. Departmental-level development: which is a change that affects specific parts of the 

organization. 

3. Individual-level development: which is a change that affects the individual 

themselves.  

- Models of Organizational Development 

There are several types of organizational development models, including (Mansour & 

Al Khafaji, 2010) 

1. Model of Value:  

This model is based on the idea of change, a comprehensive view of the system in all its 

dimensions, and development. To achieve this idea, this model focuses on the need to 

identify the different individuals and entities in the organization and involve everyone 

in diagnosing the problem and developing plans and strategies. 

The model also emphasizes the need to set goals, mobilize the audience to provide 

material and human resources, measure performance, and bring about change to achieve 

added value. 

2. Model of Stages 

To bring about development, the following stages must be passed through: 

1. Estimating the organization's need for change. The need for change may be due to 

external factors or internal factors. 



10 

2. Consulting with experts in the field, and the relationship between experts and 

employees in the organization should be good to facilitate their work. 

3. Diagnosing the problem by collecting data and information about the organization. 

4. Developing appropriate programs to solve problems and bring about change. 

5. Monitoring and tracking results.(R. Brown & Don, 2006) 

3. Model of Planning 

Planning is one of the most important elements of the management process, and is used 

to bring about organizational change. This model refers to several steps that start with 

stages of surveying opinions to obtain information and identify existing problems, 

passing through stages of building trust among employees, diagnosing the problem, 

identifying objectives, implementation, and improving the existing situation.(Huczynski 

& Buchanan, 2007) 

- Organizational Environment 

The environment is one of the most important aspects that the system theory focuses on, 

as it has a significant impact on the work of organizations, including universities, 

especially since the main element in universities is the human element and its related 

social systems. This element determines the direction of universities and therefore the 

role of their public relations departments. The environment is an important source of 

information and serves as the input of the system, and it also forces universities to 

diversify and develop their procedures, systems, and performance methods.(Aqeeli & 

Al Mumani, 2013) 

Elements of the environment: 

The environment consists of the internal environment, the external environment, the 

dynamic environment and the stable environment.(AL Atabi, 2003) 

1. The internal environment: It consists of the resources within the universities, such as 

human resources and their loyalty, belonging, and dedication to work, as well as the 

board of trustees, top management, work rules and regulations, systems, and 

instructions. 



11 

2. The external environment: It consists of the external factors outside the scope of the 

universities and includes: 

a. The general environment: which includes social, educational, cultural, political, 

economic, legal, technological, and ethical forces. 

b. The specific environment: which directly affects universities and includes students 

and their needs for logistical materials and services, competing universities, 

government ministries and other institutions, and unions. 

3. The dynamic environment: It is one that constantly changes for various reasons, 

including competition between universities, technological development, market 

demand, and pressure forces. 

4. The stable environment: It is characterized by relative stability and slowness in 

change, meaning that changes in it are slow due to the lack of competition, absence 

of pressure forces, and a desire for conventionality. 

Regarding Palestinian universities, competition among them has led to a significant 

change in the specializations they offer, with differences between universities in the 

speed of change. Moreover, market demands have required them to think about 

introducing new specializations, which has increased the effort and development of 

public relations methods within them. 

- Characteristics of an Organization 

All organizations share common characteristics in terms of size, shape, and complexity. 

In terms of size: this is expressed by the number of employees. In Palestine, there are 

large universities alongside small universities. 

In terms of shape: organizations take the hierarchical shape, and this shape is not 

characterized by stability for reasons including: 

A) Number of employees 

B) Number of managerial levels 



12 

C) Span of management. Here, the organization can either have a large number of 

managerial levels, which is known as a tall organization, or a small number of 

managerial levels, which is known as a flat organization. Universities are an example of 

a flat organization, as academic titles are limited to professor, associate professor, 

assistant professor, lecturer, and instructor. 

- University Responsibility 

The role of universities is not limited to education only, and the role of public relations 

is not limited to activating this role. Universities also have an economic, social, 

educational, and ethical role, and to achieve these goals, financial, technical, and 

administrative support must be provided to public relations. 

1. Social role: 

The university functions as a social framework focused on establishing connections 

between the institution and its staff, as well as fostering interactions among employees, 

all within well-defined structures and guidelines. It explored administrative theories, 

highlighting that social organization essentially embodies a cohesive arrangement of 

human endeavors, blending financial, intellectual, and material assets within an 

effective framework. This arrangement aids in surmounting challenges, resolving 

issues, and ultimately fulfilling individual needs while engaging with the external 

environment.(Tawfiq, 1995) 

The theory is based on: 

1. The basic resources, which are divided into financial, human, intellectual, and 

material resources. 

2. The activities, which involve transforming the resources into a product or service 

through a set of vital and distinctive activities while maintaining supervision and 

control. 

3. The bond of organization, which aims to unite and maintain the organization. 

4. The organization chart, which distinguishes the organization from others and 

includes a set of characteristics such as the name, symbol, and values. 



13 

2. The functional role: 

The university is seen as having a set of functions that must be carried out. It builds 

purposeful relationships and communicates through public relations departments with 

the university's stakeholders to convince them to join the university, whether as 

academic or administrative staff or students. Convincing is considered one of the most 

important tasks carried out by public relations departments. 

And the persuasion theory requires the following main elements:(Al-Maghribi, 1993) 

1. The readiness of the receiver to accept the process of change. 

2. The readiness of the receiver to accept the message. 

3. The strength of the message. 

To succeed in these elements, the following must be available: 

1. The source of the message: The more powerful the person who issues the message, 

the stronger the recipient's acceptance of it. 

2. The message itself: The content of the message has an impact on the reader's psyche. 

3. The target of the message: It may be aimed at adults, youth, athletes, etc. 

4. The medium: Is it sent through social media or radio and TV programs, for 

example? 

5. The context: Refers to the way the message was organized to understand its content, 

context, and circumstances in which it was written. 

1.4 Systems Theory in Public Relations 

According to the concepts of systems theory, public relations departments in 

universities are considered a partial organizational structure within the overall 

organizational structure of the university and are linked to both the internal and external 

community environment. Depending on the prevailing type of system, public relations 

departments may be an open system or a closed system. Public relations departments 

may operate within an open system, but the overall university system may not give 



14 

these departments the opportunity to carry out their activities, and instead, they are 

viewed as a subordinate system that receives orders and instructions.(Shibah, 2005) 

According to this, the relationship of public relations departments with the environment 

is determined by the following tasks.(Al-Jamal & Khairat, 2005) 

1. Monitoring and observing the surrounding environment to identify the challenges 

facing the institution. 

2. Collecting and interpreting information to understand the public's opinion towards 

the institution. 

3. Providing proposals to decision-makers to deal with the surrounding circumstances 

and challenges facing the institution. 

This confirms that the role of public relations is to gather information, which represents 

the inputs, analyze it, which represents the processing, and provide advice, which 

represents the outputs. Furthermore, the feedback falls within the core of public 

relations work, as it is concerned with the internal and external environment. 

The Basic Concepts in Systems Theory in Public Relations: 

1. Crisis: The occurrence of an actual problem, administrative or organizational disease 

that affects the organization, requiring a decisive change in the organization's 

situation, either recovery or failure and the end of the organization. 

2. Consensus: The healthy and stable situation of the organization. 

- How does the Systems Theory work in Public Relations 

Public relations work to connect the internal and external environment of the 

organization, which is the focus of the systems theory that works as follows: 

1. The concepts of crisis and consensus or success are the common denominator among 

all types of communication, regardless of the field, and it is certain that human 

interactions on a personal and professional level and interactions between 

organizational elements fall into a part of the scale driven either towards crisis or 

consensus. 



15 

2. Public relations practitioners are the gatekeepers of the feedback that the 

organization needs to achieve success. The responsibility of public relations 

practitioners is to evaluate current conditions and respond to surrounding conditions 

in order to move and direct the organization towards success among its elements and 

to steer it away from crises by modifying or completely changing the environment, 

which elevates it to the stage of internal and external harmony and consensus. 

3. Public relations must control existing internal and external conflicts and deal with 

the demands and needs of the organization and the customers benefiting from the 

services provided, whatever their nature. 

4. Public relations provides a clear technique for working derived from the 

organization's overall vision and the language it speaks in addition to being alert to 

the occurring faults and attempting to identify the places that require change and, 

therefore, dealing with them in a participatory manner to achieve balance and 

respond to internal and external demands for change, as well as focusing on 

feedback from the surrounding environment, which is one of the most important 

elements of the organization's success in public relations. 

The best model used by public relations in organizations is the Two-way symmetrical 

model. This interactive model, in which the relationship is mutually interactive between 

the organization and stakeholders, is the best to use in public relations systems because 

it responds to demands and achieves interests for both parties. It not only works to 

achieve interests but also focuses on feedback for those who benefit from the services 

provided. 

1.5 Definition of Public Relations 

There are multiple definitions for public relations, as it is a function within the 

administrative functions of an organization that has its own plans aimed at improving 

the organization's image to the public with high efficiency(Al Serfi, 2006) 

It is practiced in all public and private institutions, as well as organizations, 

associations, universities, and any entity regardless of its size, purpose, or nature of 

work, to improve and strengthen relationships with the external community, as well as 



16 

to enhance relationships among employees and administrative bodies within the 

organization.(Al-A'laq & Rababa'a, 2009) 

Others have emphasized that public relations are efforts made to gain the trust of 

citizens and to establish a genuine positive image of the organization, rather than 

defending its positions.(Ajwa, 2001) 

 According to Pride, public relations are a set of communications made to strengthen the 

relationship between the organization and the external environment, as well as 

relationships among the organization, its employees, investors, and stakeholders from 

both the public and private sectors.(Pride & Ferrell, 2010) 

From the different definitions of public relations, it is observed that it is an 

administrative work that is concerned with citizens within clear plans, to gain their trust 

and loyalty, while also focusing on the internal environment of the organization. Based 

on this, public relations can also be defined as a planned administrative function with a 

continuous character, aimed at creating a clear and positive mental image of the 

organization, both for the external community and employees. 

- Characteristics of Public Relations 

Public relations have a set of characteristics, including:(Abu Qahf, 2001) 

1. Focus on communication and engagement with citizens. 

2. The use of credible advertising and media. 

3. The use of all means of communication and engagement. 

4. Establishing plans based on scientific research and studies. 

5. Continuous performance evaluation. 

6. Continuation of work even if the organization achieves its goals. 

- Characteristics of a successful public relations practitioner 

In order for a public relations employee to be successful and distinguished, they must 

possess a set of qualities, including:(Ajwa, 2001) 



17 

1. Adaptability 

As a public relations professional interacts with the public and external environment, it 

is essential to adapt to changes and circumstances. 

2. Culture 

To be an exceptional public relations employee, one must have a high level of culture 

and collect information about everyone and be able to communicate effectively with the 

public. 

3. Knowledge 

We live in a time characterized by rapid change, and the public relations professional 

must be aware of all information in its various forms, able to analyze and understand it, 

because information contributes to achieving the goal successfully. 

4. Relationships 

Establishing broad relationships with the public is one of the most important 

characteristics of success, and the successful employee is the one who uses these 

relationships to serve the institution. 

5. Endurance 

It is essential for a public relations employee to endure difficulties, problems, and 

criticism. 

6. Truthfulness 

A public relations professional should always tell the truth and convey the image as it 

is, thus building decisions on a solid foundation without deceit. 

- Foundations of Public Relations 

Among the most important foundations of public relations are: 

1. Sincere dissemination of facts 

2. Collaborative work with various administrative bodies within the organization 



18 

3. Continuous communication with the public 

4. Using all means of communication and interaction, both traditional and 

modern.(Abu Qahf, 2001) 

- Objectives of Public Relations 

5. Public relations have a set of objectives, which may sometimes vary depending on 

the nature of the organization's work, but in general, the following objectives can be 

mentioned: 

6. Convey a positive image of the organization. 

7. Enhance the reputation of the organization among citizens. 

8. Attract citizens to the organization and convince them of the benefits it provides. 

9. Communicate with various media and create a state of participation with them. 

10. Strengthen relationships and maintain their continuity with official and unofficial 

institutions, including civil society organizations and unions. 

- Principles of Public Relations 

Public relations have a set of principles that can improve the image of the institution in 

front of the public. These principles include:(Al Serfi, 2006) 

1. Respect: Respect for the individual and their rights, and listening to their opinions, is 

a fundamental motivator for them to fulfill their duties towards the institution and in 

front of the public.(Al Serfi, 2006) 

2. Social Responsibility: Institutions operate within an open system and have a 

responsibility to communicate with the surrounding environment as they are affected 

by it. Social responsibility is a commitment to increase positive impact and reduce 

negative impact towards society, by meeting the needs of different communities, 

developing individual care, providing a comfortable work environment, and 

protecting the environment, among other things.(Pride & Ferrell, 2010) 



19 

3. Commitment to the values and ethics of society: The philosophy of public relations 

should be built on honesty, respect, and equality in order to gain the trust of the 

public.(Khadir, 1998) 

4. Disclosure and transparency: It is important for public relations to be truthful and 

transparent with the public and not follow a policy of concealment that may harm 

the interests of the institution, especially in front of competitors. 

5. Conducting scientific research and studies: In order to objectively identify the 

public's reaction towards the institution, it is important to conduct research and 

studies that are free from bias.(Al Serfi, 2006) 

6. Caring for the internal environment: The organization can’t improve its image and 

gain the trust of the public without taking care of the various aspects of the internal 

environment, especially employees, as the comfort and satisfaction of employees 

have a positive impact on their performance and the way they interact with the 

public.(Hajab & Wahbi, 2006) 

- Marketing Activities for Public Relations 

In addition to the various activities carried out by public relations, the marketing aspect 

cannot be neglected, as marketing for an institution is no less important than marketing 

for an individual. The most important marketing activities carried out by public 

relations are: 

1. Issuing publications 

Through the use of various and advanced media. 

2. Communicating and coordinating with various media  

public relations become the representative of the institution and acts as a mediator 

between the public and the institution. 

3. Organizing events 



20 

Whether inside the institution such as seminars, conferences, exhibitions and 

competitions, or outside the institution such as sponsoring cultural, sports, and artistic 

events. 

4. Strengthening relationships with the local community 

This is done after studying the community's tendencies and aspirations and knowing its 

perspective on the institution. Strengthening relationships is not only with the local 

community, but also with government institutions, civil society organizations, and other 

private sector institutions. 

5. Enhancing relationships within the organization itself 

Focusing on the human element within the organization is the cornerstone of carrying 

out the marketing activities mentioned above, and this is done in several ways, 

including: 

A. Preparing employees to accept change and development, as such ideas may initially 

face discomfort.(Al Azzawi, 2020) 

B. Involving employees in the formulation of strategies and policies. 

C. Training employees. 

D. Providing logistical services to employees. 

E. Activating the reward system 

- The tasks of public relations 

Public relations have many tasks that can be classified into tasks related to media, tasks 

related to advertising and tasks related to promotion. 

1. Tasks related to media: 

The tasks related to media in public relations involve the use of various communication 

channels for the dissemination of news or promotional advertisements. Media is a social 

tool for communication and interaction with the public, and it is an important tool in 

public relations for communicating with the public and providing them with information 



21 

about the activities, policies, and future plans of the institution, in order to create a 

positive image. Media is also used to receive feedback from the public about the 

information that is being published, in order to identify strengths and weaknesses in the 

tools and content being used.(Al-A'laq & Rababa'a, 2009) 

2. Tasks related to advertising: 

Advertising is a means to try to influence the public's behavior towards the institution 

and the services it offers. Although the concept of advertising overlaps with the concept 

of media, there are many differences between them, such as: 

A.  Objectives: 

Public relations aim for informing and educating, while advertising has political, social, 

or ideological objectives. 

B. Implementation: 

Public relations is an administrative function carried out by employees, while 

advertising is performed by specialized agencies. 

C.  Time and Cost: 

Public relations activities require more time and cost than advertising. 

D.  Communication: 

Public relations communication is centered around the targeted audience, while 

advertising communicates with all parties and entities. 

3. Tasks related to advertising: 

Advertising is a directed method aimed at influencing the behavior of the public and 

attracting their attention to a specific topic, and it may not adhere to ethics. This is in 

contrast to public relations, which aims to create a positive attitude towards the 

organization.(Al-Bakri, 2015) 



22 

- Responsibilities and Tasks of Public Relations Departments 

Public relations have a set of responsibilities and tasks that are assigned to the 

employees in these departments to ensure the work is carried out with high 

professionalism and integration. Some of the important responsibilities include: 

1. Improving the image of the institution among the internal and external communities. 

2. Developing necessary plans to contribute to achieving the institution's goals. 

In addition to these responsibilities, there are a set of tasks, including:(Abu Qahf, 2001) 

1. Evaluating feedback and studying it to understand the audience's response to the 

institution's work. 

2. Providing advice to senior management on decisions that lead to the development of 

public relations work. 

3. Communicating with the public and portraying a positive image of the institution in 

an engaging and appropriate manner. 

- Problems of public relations 

There are many of problems that face the work of public relations, including:(Abu Qahf, 

2001) 

1. Negative mental image about public relations: 

Some societies or individuals have a negative view of public relations, considering 

those who work in it as dishonest and untruthful in conveying the image of the 

institution. However, today this view has changed due to the tangible role of public 

relations in serving the community and the activities it carries out. This requires 

additional effort from the workers in the field of public relations to establish a positive 

image and change the negative perception. 

2. Professionalism: 

Working in public relations requires a high degree of professionalism, which is what 

distinguishes employees individually. However, the perception of public relations 



23 

departments in general is not always the same, as some view these departments in some 

institutions as unprofessional and working only for the benefit of the institution. 

3. Skills: 

Working in public relations requires a high degree of skill, which each employee must 

possess individually. However, the perception of public relations departments in some 

institutions is not always viewed as professional, as some may see them as working 

solely for the benefit of the organization without possessing the necessary skills. 

4. Professional ethics: 

Professional ethics are one of the most important components of success in public 

relations. Therefore, we may find individuals who practice public relations without 

being educated or specialized, but rather as amateurs. 

5. Ignoring senior management: 

If senior management does not respond to the desires of the public and refuses to 

communicate with them, this can pose a problem for the functioning of public relations. 

2.2 Concept of University 

The word "university" derives from Latin and means "community of teachers and 

scholars." The term "university" is derived from the word "meeting," as it focuses on 

setting goals for knowledge, research, and education. A university is an institution that 

focuses on knowledge and education, and the development of mental, intellectual, 

behavioral, and research skills, as well as the shaping of personality. At the end of the 

study, the university awards academic degrees of various levels to its graduates          

(Al Attar, 2020) 

The university is an educational institution that attracts students after they have 

completed the years of study stipulated in the educational system of the country and 

have succeeded in the General Secondary Education, as it is called in Palestine, and the 

university is considered the highest institution in the educational system of the state. It 

is also a higher education and scientific research institution that awards academic 

degrees to its graduates.(Rwajbeh, 2008) 



24 

Universities have been known since ancient times in Greece, Persia, India, and Egypt. 

In the modern sense, the University of Al Quaraouiyine in Fez, Morocco is considered 

the first university in the world, founded in the 9th century, followed by the Al-Azhar 

University in Cairo, Egypt, which was founded by the Fatimids. The University of 

Bologna is one of the oldest universities in the modern sense of higher education. The 

oldest institution of higher education in history is the University of Constantinople. 

-Universities in Palestine 

Universities in Palestine are relatively new institutions. The beginnings date back to 

1955 when intermediate community colleges appeared, with a study period of two 

years, and they grant their graduates a medium diploma. They were managed by the 

government or the United Nations Relief and Works Agency for Palestine Refugees 

(UNRWA). In 1970, the establishment of universities began with the efforts of 

Palestinians, and they developed with the arrival of the Palestinian Authority in 1994. 

Higher education institutions in Palestine are classified by law into government, public, 

private, and UNRWA institutions. Public institutions are the most numerous. The 

Higher Education Council and the Ministry of Education and Higher Education oversee 

higher education institutions (sometimes the Ministry of Higher Education is separate 

from the Ministry of Education and Higher Education). They are the entities that 

provide funding for government higher education institutions and partial funding for 

non-governmental higher education institutions. 

The following is an explanation of these types of institutions: 

1. Governmental higher education institutions: overseen by the Palestinian Ministry of 

Education and Higher Education and managed and funded by the Palestinian 

Authority. 

2. Public higher education institutions: consisting of non-profit universities and 

community colleges, most of which were established before the arrival of the 

Palestinian Authority. They are not owned by the state but rather by non-

governmental organizations and local charities. Their sources of funding are student 

tuition, donations, and partial government funding. 



25 

3. Private higher education institutions: consisting of for-profit universities and 

community colleges, owned by individuals or organizations and charities. They are 

funded by their owners, charities, and individuals in addition to student tuition fees. 

4. UNRWA: Higher education institutions that grant bachelor's and intermediate 

diplomas, their funding and management come from the United Nations Relief and 

Works Agency for Palestine Refugees (UNRWA). 

Based on the above, the researcher believes that all higher education institutions in 

Palestine are distributed according to their management into governmental, public, 

private, and UNRWA. They are classified into universities, colleges, community 

colleges, and polytechnics. 

- The Organizational Structure of the University 

Generally, the organizational structure of any institution consists of job titles and duties 

performed by employees, in addition to supervision and oversight of work, and 

coordination among all components of the organizational structure including 

departments and divisions, to achieve the institution's objectives. 

2.2.1.1 Definition of Organizational Structure 

There are multiple definitions for organizational structure, but Max Weber defined it as 

a collection of bureaucratic systems, regulations, and laws that give individuals the right 

to issue orders to others in a way that achieves efficiency and effectiveness. Therefore, 

the organizational structure is a system in which the constituent departments and 

administrations are determined and organized for work, so that the administrative levels 

are in the form of a hierarchy to organize the flow of orders and instructions, and 

monitor performance and feedback. 

(KENTON, 2023) defines the organizational structure as a system that determines the 

method of directing activities to achieve the goals of the institution. These activities 

include the foundation, rules, roles, authorities, and responsibilities. 

Although management scholars do not agree on a unified definition of organizational 

structure, they agree on its general concept, which is expressed through the way work is 

conducted in the institution by defining the flow of orders and instructions in a 



26 

functional and hierarchical communication sequence, and the relationship of each 

function to the other. In general, the organizational structure is a diagram illustrating the 

components of the functions within the institution and the forms of downward and 

upward communication. 

Importance of Organizational Structure: 

Every educational or non-educational institution has an organizational structure due to 

its importance, which are: 

1. Clarifying the administrative levels within the institution 

2. Determining the responsibilities 

3. Determining the flow of orders and instructions 

4. Determining the communication method 

5. Determining the relationships between different administrative levels 

6. Determining the administrative and functional titles 

7. Determining the authorities. 

- Types of Organizational Structure 

The type of organizational structure is determined by the goals, nature of work, and size 

of the institution. Therefore, there is no single organizational structure for all 

institutions. Each type has its own advantages and disadvantages, and these types are:   

1. Hierarchical structure: One of the most common types of organizational structures, 

typically used by small organizations, characterized by simplicity and ease, in which 

authority is defined in a hierarchical form and power is centralized at the top of the 

pyramid. 

2. Grid structure: A structure that has a small number of executive managers to oversee 

the company's operations, whether internal or external. 

3. Flat structure: A structure that does not have many managerial levels, giving 

managers greater freedom to make quick decisions. 



27 

4. Functional structure: A structure in which organization is based on function, 

characterized by difficulty in decision-making despite ease of exchanging expertise. 

5. The Mechanistic Structure: In this type of organizational structure, the functional 

hierarchy is vertically extended, meaning that there are multiple levels of 

management. It is usually used when external factors are stable and routine work 

does not change despite repetition. It is characterized by high control, multiple layers 

of functional hierarchy, formality, and centralization, but is criticized for its 

slowness and lack of flexibility. 

6. The Organic (Dynamic): In this structure, each manager is responsible for a larger 

number of employees. It is usually used in the case of rapid changes in external 

factors and a desire to provide a distinctive service. The levels of management are 

few, and the functional hierarchy is also small. It is characterized by flexibility, 

decentralization, and speed in decision-making, but is criticized for being low in 

control. (Source: https://iqtesaduna.com) 

-  Characteristics of Organizational Structure 

Every organizational structure has its own unique characteristics, and some of the most 

important ones in general include: 

1. Clarity: 

The administrative hierarchy should be clear and made available to everyone so that 

each employee knows their rights, responsibilities, and methods of communication and 

contact. 

2. Flexibility: 

A good organizational structure is one that is flexible and allows for modification and 

change to suit changing circumstances and conditions. 

3. Unity of decision-making: 

The structure should clearly indicate the person responsible for making decisions 

concerning their employees, as multiple sources of decision-making can lead to 

confusion and disarray. 



28 

4. Proportionality: 

The organizational structure should be proportionate to the objectives, size, needs, and 

nature of the institution. 

5. Ease of communication: 

 A good organizational structure should facilitate easy communication and flow of 

information, whether between employees or between different departments. 

6. Division of work and specialization: 

 The organizational structure should specify the functions and the specialized person for 

each job. 

7. Balance: A balanced distribution of authority and responsibilities should be 

established for each employee. 

- Organizational Structure Principles 

It is impossible to build an organizational structure without principles, and the most 

important of these principles are: 

1. Defining rights and duties: Each employee should know their rights and duties, so 

that every employee is fully aware of the work they perform. 

2. Reducing vertical administrative levels: In general, reducing the vertical 

administrative levels is preferred to ensure speed in accomplishing work, although 

this principle may not be suitable for some institutions. 

3. Clarity of goals: The goals of the institution must be clear and expressed in the 

organizational structure. 

4. Job description: The organizational structure must include a job description for the 

work. 

5. Unifying specializations: The organizational structure must include unifying 

specializations to facilitate direct exchange of experience. 



29 

6. Division of labor: The organizational structure must include the main activities of 

the institution and the branches related to each activity. 

7. Administrative positions: A specific number of subordinates should be assigned to 

each manager according to the nature and size of the institution, so that work can be 

controlled. 

8. Functional hierarchy: Compliance with the functional hierarchy should be 

maintained and violations should not be allowed in terms of communication and 

interaction. 

The characteristics of the organizational structure are also: 

1. Integration: meaning that the tasks should integrate with each other without overlap 

or duplication. 

2. Adaptation: when preparing the organizational structure, the variables related to the 

external and internal environment and the methods of adapting to these variables 

must be taken into consideration. 

3. Specialization: where the organizational structure includes the division of tasks and 

responsibilities among employees according to their specialization and the 

department in which they work to ensure accuracy and speed in achievement and to 

reduce time and cost. 

4. Activities: arranging the activities according to their importance and necessity. 

5. Economy: Refers to reducing costs to complete tasks without affecting the quality. 

6. Control: This is to ensure that work is progressing as intended and to receive 

feedback to correct errors. 

7. Centralization and decentralization: Centralization means concentrating authority in 

one entity in the organization. This approach has its negative aspects, such as 

bureaucracy in decision-making, but it is effective in terms of control. 

Decentralization means distributing authority and not concentrating it in one entity, 

which speeds up decision-making but reduces control. 



30 

8. Work organizing: This is done by establishing clear rules, systems, and instructions 

to control the work. This is done in large organizations for easy regulation and 

control. However, formal adherence to work may reduce the speed of decision-

making and kill the spirit of creativity. 

9. Adaptation: The organizational structure should provide flexibility and speed of 

adaptation to changes and not be rigid. 

10. Accuracy: Refers to precisely and carefully defining the components of the 

organizational structure. 

11. Compatibility: Organizational structures should be compatible with the internal 

environment of the institution. 

According to (Najar, 2018), the principles of organizational structure are as follows: 

1. Division of work by responsibility: Each person's responsibility for a particular task 

is defined. 

2. Division of work by function: The work is divided according to function and type of 

work. 

3. Adaptation: The organization must adapt smoothly and flexibly to surrounding 

variables. 

4. Unity of purpose: All efforts must be focused on achieving the organization's overall 

goal. 

5. Authority and responsibility: Each person responsible must have corresponding 

authorities, as there are no responsibilities without authorities. 

6. Communication: A direct supervisor should be designated for each employee to 

facilitate communication and prevent overstepping. 

 

 



31 

2.2.1.2 Components of Organizational Structure 

According to (Mintzberg , 2009), the organizational structure consists of: 

1. Top management: at the top of the organizational hierarchy, responsible for setting 

the overall strategies and goals of the organization. 

2. Middle management: in the middle of the organizational hierarchy, serving as a link 

between top management and operational management and translating the 

organization's goals into executable plans. 

3. Operational management: at the base of the organizational hierarchy, responsible for 

the day-to-day execution of the organization's work. 

4. Consultants: their tasks involve providing advice and consultation without any 

executive role in the work. 

5. Logistics supplies: departments within the organization whose function is to 

facilitate the work of other departments, such as public relations and secretarial 

work. 

literature Review: 

As the practice of public relations has become more complex in recent years, 

practitioners have turned to systems theory as a theoretical framework for understanding 

and managing the complex relationships that exist between organizations and their 

stakeholders. While the application of systems theory has been found to be effective in 

enhancing organizational reputation and promoting long-term sustainability, there are 

certain obstacles that may impede its successful implementation in public relations 

departments. In the case of Palestinian universities, the application of systems theory in 

public relations departments may face unique challenges from the perspective of their 

employees. This literature review aims to critically examine the existing research on the 

obstacles to the application of systems theory in public relations departments at 

Palestinian universities from the perspective of their employees. Through synthesizing 

and analyzing the relevant literature, this study seeks to provide a comprehensive 

understanding of the factors that may hinder the successful application of systems theory 

in this context and identify potential avenues for future research. 



32 

 (Greenwood & Hinings, 2022),titled "Understanding Organizational Structures" 

addressed the problems arising from creating an incorrect organizational structure, 

the importance of aligning the organizational structure with the plans drawn for the 

organization, and the most important key elements of the organizational structure 

and its types. One of the most important findings was that each type of 

organizational structure has a set of advantages, including that employees develop in 

their field of specialization and become more efficient, in addition to a set of 

disadvantages, including that employees tend to resist change and it is difficult to 

promote the concept of multi-functional work. 

 (Montaser, 2022), titled "Modern trends in using digital networks in public relations: 

a comparative analytical review", aimed to describe the Arab and foreign research 

trends in the field of public relations using social networks during the period from 

2015 to the first half of 2021. This was done using the historical and comparative 

methods between Arab and foreign studies. The study's main results include 

understanding the rapid changes in the field of social networks and recommending 

the development of a scientific vision to help society and its organizations to benefit 

from social networks and reduce their negative effects. 

 (Al-Saeed, 2022), titled "Evaluating Practitioners' Perception of Public Relations 

Education Outcomes According to Job Market Needs," aimed to evaluate public 

relations practitioners' perception of the suitability of media colleges' outputs with 

job market requirements. The researcher used a descriptive method, and the study's 

population consisted of public relations employees in both the private and public 

sectors. The researcher chose interviews as a data collection tool from a sample of 

30 employees. The study's most important findings indicate that some companies 

deal with high professionalism, while others limit their work to disseminating press 

releases. Additionally, there are no organizational centers that manage public 

relations companies' work. The study's main recommendations include emphasizing 

the importance of Arabic and English languages, which are a primary requirement 

for the job market, and providing practical training during university studies. 

 (Al-Shakhanbeh, 2020), titled "The communicative function and its Role in the 

Effectiveness of Public Relations in Human Rights Centers in Jordan: A Survey 

Study", aimed to identify the role of the communication function, through media and 



33 

non-media communication channels, in activating the work of public relations 

departments in human rights centers in Jordan. The survey method and a 

questionnaire were used to collect data from public relations practitioners in 15 

human rights centers in Jordan. The study found that most public relations 

practitioners are administratively affiliated with other departments and that there is 

no independent public relations department. Additionally, electronic journalism is 

the most effective media channel in activating public relations work. The study 

recommends that public relations practitioners work on activating non-electronic 

media channels and separating public relations from other departments. 

 (Al Hayt & Abdel Aal, 2017), entitled "The Impact of Organizational Conflict 

Management Strategies and Empowerment Culture on Elements of Administrative 

Creativity," aimed to investigate the effect of organizational conflict management 

strategies (collaboration, competition, avoidance) and empowerment culture 

(enhancing technical and administrative empowerment culture) on the elements of 

administrative creativity (agility, flexibility, problem sensitivity, authenticity, and 

analytical ability). To achieve this goal, the descriptive analytical approach was 

used, and a questionnaire was distributed to a random sample of 100 employees 

from the Jordanian Telecommunications Company (Orange), including managers, 

department heads, and section chiefs. One of the key findings was that the 

enhancement of administrative and technical empowerment culture was high, and 

one of the main recommendations was to promote an empowerment culture at all 

administrative levels and for managers to recognize the importance of implementing 

organizational conflict management strategies. 

 (Abdel Sadek, 2015), titled "Public Relations Practices in Arab Governmental 

Institutions" was applied to a sample of Egyptian and Bahraini institutions. The 

researcher used a questionnaire as a tool to collect information and analyzed the data 

statistically using SPSS software. The study's most important findings were that 

public relations use modern communication methods, prioritize achieving high 

popularity, and recommended relying on informal communication and publishing 

truthful news. 

 (Al-Saadi, 2013), titled "The Role of Public Relations in Achieving Job Satisfaction 

for Employees in Al-Rai and Kuwait Times Newspapers" aimed to identify the 



34 

factors that affect job satisfaction, and the descriptive analytical approach was used. 

The questionnaire was distributed to a sample of 235 employees. The study's most 

important findings were that internal communication is essential for some 

institutions, while external communication is essential for others, and the most 

important recommendations are the need for public relations to rely on renewed 

research to determine priorities for the public. 

 (Draghme, 2011), titled "The Role of Public Relations Departments in Palestinian 

Universities in Building Relationships with Student Community: A Comparative 

Survey". The study aimed to investigate the role of public relations departments in 

three Palestinian universities (Al-Najah, Birzeit, and Islamic) in building 

relationships with the student community, and to evaluate their performance. The 

researcher distributed a survey to 800 individuals from the study community and 

used descriptive and analytical methods to analyze the data with SPSS software. The 

study found that the public relations departments in Palestinian universities fall short 

in attracting high school students and building a positive image, and recommended 

using various media, including television, to disseminate announcements and 

involve university students in activities. 

 (Jouda, 2011), titled "A Proposed Model for Developing the Performance of the 

Public Relations Department in the General Secretariat of the Council of Ministers". 

The study aimed to propose a model for improving the performance of the public 

relations department in the General Secretariat of the Council of Ministers and to 

assess its current state. The researcher used a questionnaire to collect data from 100 

administrative employees in the General Secretariat of the Council of Ministers, as 

well as 22 ministries and 11 non-ministerial government agencies. The data were 

analyzed using SPSS software. The study found deficiencies in the work of the 

public relations department and recommended activating it. 

 (Al Hadid, 2010),titled "The Status of Public Relations in Jordanian Universities" is 

an evaluative study from the perspective of university students, in which the author 

evaluated students' satisfaction with the activities and services provided by the 

University of Jordan. The study population included undergraduate, master's, and 

doctoral students, totaling 26,569 students, and the sample consisted of 1,097 

students. The researcher used a questionnaire as a data collection tool, and the 



35 

analytical descriptive method was used for data analysis. One of the most important 

findings of the study was that the services provided by the Public Relations 

Department were rated as low, and the study recommended the establishment of a 

public relations unit in all colleges of the university. 

 (Abu Saleem, 2006),titled "The Extent of Achieving the Objectives of Public 

Relations Management in Technical Colleges in Gaza Governorate from the 

Perspective of Employees" used a questionnaire as a tool for data collection, 

distributed to a random sample of 143 employees. The researcher used a descriptive 

analytical method, and the most important findings of the study were the existence 

of a shortage in the qualifications of public relations employees and recommended 

the necessity of holding training courses for employees. 

 (Khalifi, Ghanem, & Khlalfeh , 2018), titled "Obstacles to the Practice of Public 

Relations in the Algerian Public Institution", is a field study conducted at the 

Electricity and Gas Distribution Company in the eastern province of Um El 

Bouaghi, as part of an unpublished master's thesis at the Arabi Ben Mhidi University 

in Um El Bouaghi, Algeria. The study aimed to identify the administrative and 

material obstacles facing the work of public relations at the Electricity and Gas 

Distribution Company, through the use of a questionnaire distributed to a random 

sample of 56 employees. The study used the descriptive analytical method, and 

found that there are administrative obstacles resulting from the absence of training 

courses, and material obstacles, the most important of which is the lack of budget 

allocation for public relations. The study recommended the qualification of public 

relations employees and providing the necessary funds to carry out the required 

tasks. 

Comment on literature review 

Studies have varied in addressing the topic of systems theory as well as public relations, 

with some intersecting in certain aspects and differing in others. One point of 

intersection is related to the elements of systems theory, which was also addressed by 

this study. While electronic journalism was the focus of Al-Shakhanbah's study (2022), 

it intersected with Draghme's study (2011) and Al-Hadid and Badr's study (2010) 

regarding the decline of public relations services and the shortage of independent public 



36 

relations departments. Likewise, Salim's study (2006) intersected with Hanafi and 

Ganem's study (2018) regarding the lack of qualifications for public relations employees 

and the absence of training courses, in addition to material obstacles.  

As for Al-Hayt and Al-Aal's study (2017), it showed a high empowerment culture in 

public relations departments, which intersected with Abdelsadek's study (2015) that 

public relations use modern communication methods. 

 What distinguishes this study is that it links the work of public relations with systems 

theory and intersects with some studies such as Drachma's study (2011) and Al-Saeed's 

study (2011) regarding the work of public relations in Palestinian universities in 

general. 

Conceptual Framework 

System theory, obstacles, public relations departments, Palestinian universities. 

 Systems theory is a general approach to discovering relationships and patterns of 

interactions within all systems. It is based on general concepts of holism, integration, 

and problem-solving methods through perception and comprehension of the impact 

of decisions on the entire system of the problem and its impact on the interactive 

relationships between the components of the system or the external environment 

with which the organization interacts (Al Jaban, 2001) 

 Obstacles are the challenges and barriers that hinder the efficient and effective 

achievement of goals, and can be seen as the cause of the gap between the expected 

level of achievement and the actual achievement, or as a deviation in performance 

from a pre-determined standard(Darweesh, 2005). 

 Public relations is the activity of any institution, organization, company, or 

government in building productive and healthy relationships between itself and the 

targeted audience, in order to determine its policies according to the surrounding 

circumstances and to explain these policies to society(Sudqi, 2020) 

 Palestinian universities: the universities those were studied  

An-Najah National University 



37 

Palestine Technical University – Kadoorie 

Al Istiqlal University 

Arab American University 

Birzeit University 

Hebron University 

Palestine Polytechnic University 

‎Al-Quds Open University 

Al-Quds University 

Bethlehem University 

Palestine Ahliya University 

Al Zaytona University 

1.6 Problem of the study and its questions 

Palestinian universities face numerous challenges due to technological and technical 

developments and the market's need for new specializations that keep up with these 

developments. Public relations departments in these universities must intensify their 

work in several aspects, including the application of systems theory. However, the 

application of this theory faces a set of obstacles that require scientific study, and here 

lies the problem, which can be formulated in the following main question.(Issa, 2017) 

What are the obstacles to applying the systems theory in the public relations 

departments in Palestinian universities? 

And from it arise the following questions 

1. What are the administrative obstacles facing the application of the systems theory 

in the public relations departments in Palestinian universities? 



38 

2. What are the financial obstacles facing the application of system theory in public 

relations departments in Palestinian universities? 

3. What are the social obstacles facing the application of system theory in public 

relations departments in Palestinian universities? 

4. What are the human obstacles facing the application of system theory in public 

relations departments in Palestinian universities? 

5. What are the methods to overcome the obstacles facing the application of system 

theory in public relations departments in Palestinian universities? 

1.7 Significance of the study 

The importance of this study stems from its exploration of an important topic in the 

administrative thinking of public relations, which is the theory of systems. This theory 

plays a crucial role in the work of institutions, especially in the public relations 

departments of Palestinian universities, which are responsible for connecting the 

university's internal and external environment, understanding public reactions, 

analyzing information, and providing feedback to assist university management in 

making right decisions. 

And this study is important because it sheds light on the obstacles facing the application 

of the systems theory in the public relations departments of Palestinian universities from 

the perspective of those who work in them. Its significant for both scientific and 

practical reasons. 

From a scientific perspective, it aims to contribute to existing knowledge by examining 

the barriers to applying system theory in public relations departments at Palestinian 

universities. By identifying the study's problem and proposing solutions, the research 

seeks to add new insights to this specialized area. In addition to its scientific value, the 

study also holds practical importance. Its results and recommendations can be used to 

address the obstacles it uncovers, offering a potential pathway to improve the 

application of system theory in Palestinian university public relations departments. 

 

 



39 

1.8 Objectives of the Study 

The objectives of the study are to identify the obstacles to the implementation of 

systems theory in the public relations departments of Palestinian universities from the 

perspective of their employees. The main objective branches into the following sub-

objectives: 

- Identify the administrative obstacles facing the implementation of systems theory in 

the public relations departments of Palestinian universities. 

- Identify the financial obstacles facing the implementation of systems theory in the 

public relations departments of Palestinian universities. 

- Identify the social obstacles facing the implementation of systems theory in the public 

relations departments of Palestinian universities. 

- Identify the human obstacles facing the implementation of systems theory in the 

public relations departments of Palestinian universities. 

- Identify the methods related to addressing the obstacles to the implementation of 

systems theory in the public relations departments of Palestinian universities 

Research boundaries: 

1. Spatial boundaries: Public Relations Departments in Palestinian universities in West 

Bank. 

2. Demographic boundaries: Employees in Public Relations Departments. 

3. Temporal boundaries: 2022-2023. 

1.9 Research limitations 

Challenges in accessing certain Palestinian universities. 

Most of the study sample responded, while some refrained from answering 

Excluding Palestinian universities in Gaza Strip 

  



40 

Chapter 2 

Methodology 

Methodology of the study 

To achieve the objectives of the study, the researcher applied the quantitative 

methodology as it is suitable for the purposes of the study. This methodology focuses on 

describing the phenomenon as it is, analyzing it, and linking it to other phenomena. 

Data was collected from relevant sources related to the study's topic and analyzed 

accordingly. 

Research boundaries: 

1. Spatial boundaries: Public Relations Departments in Palestinian universities in West 

Bank. 

2. Demographic boundaries: Employees in Public Relations Departments. 

3.Temporal boundaries: 2022-2023. 

Research tool 

A questionnaire was designed to measure the obstacles to the application of the systems 

theory in public relations departments in Palestinian universities. The questionnaire 

consisted of (26) items distributed over four areas: administrative obstacles with (10) 

items, financial obstacles with (5) items, social obstacles with (6) items, and human 

obstacles with (5) items. The respondents were asked to indicate their level of 

agreement with each item by placing a check mark (×) to indicate the extent to which 

the content of the item was appropriate. The options were as follows: (4 = strongly 

agree; 3 = agree; 2 = disagree, 1 = strongly disagree) based on the four-point Likert 

scale. 

The validity of the tool: 

The researcher verified the content validity of the questionnaire by presenting the initial 

draft to five experts in the field of management, measurement, and evaluation at An-

Najah National University to ensure the suitability of the questionnaire items for the 

target population of the study. The experts agreed on the items with an agreement rate 

of 85%, which can be relied on to conduct the study. 

 



41 

Study population and sample: 

The study population consists of employees in the public relations departments in 

Palestinian universities, who total 70 employees. The questionnaire was sent to all of 

them, and 60 valid questionnaires were returned for analysis. Therefore, the study 

sample consisted of 60 male and female employees, distributed as shown in Table (1). 

Table 1: 

 Distribution of the Study Sample According to Study Variables 

Variable Name Variable Parts The Number % 

gender male 28 47.1 

female 32 52.9 

total 60 100 

Specialization Public relations + international 

relations 

30 50 

administration + Media 18 29.6 

other 12 20.4 

total 60 100 

Years of Experience 1-4 9 14.7 

5-9 26 44.1 

10 or more 25 41.2 

total 60 100 

training courses nothing 20 32.4 

1-2 23 38.2 

3-4 12 20.6 

5 or more 5 8.8 

total 60 100 

Job title Director/Deputy Director 14 23.5 

Public relations/international 

relations 

28 47.1 

other 18 29.4 

total 60 100 

the university government 14 23.5 

General 21 35.3 

Private Universities 25 41.2 

total 60 100 

Source: Conducted by the researcher, Field study 2023 



42 

Tool stability: 

The stability coefficients for the internal consistency of the domains ranged between 

(0.79-0.93), and the overall reliability of the instrument was (0.97) in Cronbach's alpha. 

As for Pearson's correlation coefficient, the values ranged from (0.74-0.84), and the 

overall reliability of the instrument was (0.89). It should be noted that these values are 

above the minimum acceptable level of 60%, as shown in Table (2). 

Table 2: 

Stability Coefficients for each Domain of the Tool and for the Tool as a Whole. 

Domain 

Number 

The Field The Number Of 

Paragraphs 

Stability Coefficients 

Internal Consistency 

(Cronbach's Alpha) 

5 Administrative 

obstacles 

10 0.91 

2 financial obstacles 5 0.92 

3 social obstacles 6 0.79 

4 human obstacles 5 0.87 

paragraphs as a whole 26 0.97 

Source: Conducted by the researcher, Field study 2023 

Standard deviation: 

category length= highest degree 

category length =
highest degree

𝑙𝑜𝑤𝑒𝑠𝑡𝑑𝑒𝑔𝑟𝑒𝑒
=

4 − 1

4
=

3

4
= 075 

Table3: 

 Standard deviation for Determining Obstacles to Applying System Theory in Public 

Relations Departments in Palestinian Universities for Each Field of Study. 

Arithmetic Mean Level 

From 1.00 - less than 1.75 wolyrev 

From 1.75 - less than 2.50 woL 

From 2.50 - less than 3.25 hgiH 

From 3.25 - less than 4.00 hgihyrev 

Study variables 

 

 



43 

Firstly: Independent Variables 

1. Gender: with two categories (male, female). 

2. Major: with three levels (public relations + international relations, management + 

media, other). 

3. Experience: with three levels (1-4, 5-9, 10 or more). 

4. Training courses: with four levels (none, 1-2, 3-4, 5 or more). 

5. Job title: with three levels (manager and deputy manager, international relations and 

public relations, other). 

6. University: with three levels (governmental, public, private). 

Second: Dependent Variables 

1. Obstacles to the application of the systems theory in the public relations departments 

in Palestinian universities, represented by the arithmetic mean of the perception of 

the study sample of these obstacles. 

2. Obstacles to the application of the systems theory in the public relations departments 

in Palestinian universities, in each field of the tool, represented by the arithmetic 

mean of the study sample's estimates of the items of each field of obstacles. 

 

 

 

 

 

 

 



44 

Chapter 3 

Data Analysis and Findings 

The researcher used the mean and standard deviation of the values reported to evaluate 

and determine the degree of obstacles in applying the system theory. The impact of 

relevant variables, including gender, specialization, years of experience, number of 

training courses, job title, and university type, on the degree of agreement selected by 

the sample members was also studied. Paired sample t-test was used to determine the 

statistical significance of differences between the arithmetic means of the estimates of 

the study participants. 

Data analysis 

1- 1 Obstacles to the Application of Systems Theory in Public Relations Departments in 

Palestinian Universities 

To identify the obstacles to the application of systems theory in public relations 

departments in Palestinian universities, the means and standard deviations were 

calculated to evaluate the perceptions of the study sample on the items in the selected 

domains. Table (4) shows the results. 

Table4: 

 Evaluation of the study sample on obstacles to the application of systems theory. 

Level Rank 
Standard 

Deviation 

Arithmetic 

mean 
Field 

Domain 

number 

high 2 .58957 2.7706 
Administrative 

obstacles 
1 

high 1 .67576 3.0176 Financial obstacles 2 

high 3 .52254 2.7402 Social obstacles 3 

low 4 .68214 2.1882 Human obstacles 4 

high  .52047 2.6991 Total  

 

  



45 

The minimum score (1) and the maximum score (4). Source: Conducted by the 

researcher, Field study 2023. 

From table (4), it can be observed that financial obstacles were high with an average of 

(3.107), followed by administrative obstacles and social obstacles with averages of 

(2.77) and (2.74) respectively. On the other hand, human obstacles were low with an 

average of (2.18), while all obstacles had a high average of (2.69). 

The reason for this is the lack of financial resources for Palestinian universities and the 

suspension of the support allocated to them by the Palestinian Ministry of Higher 

Education. The low level of human obstacles confirms that the public relations 

departments in Palestinian universities have qualified human resources. This result is 

consistent with what was found by (Draghmeh, 2011). 

1-2 Data Analysis in the areas of obstacles to the application of systems theory in public 

relations departments in Palestinian universities, according to the study's domains: 

To assess the perceptions of the study sample on the items of each domain of obstacles 

to the application of systems theory in public relations departments in Palestinian 

universities, according to the variables of gender, experience, training courses, job title, 

and the university in which they work, the means and standard deviations were 

calculated, as shown in Table (5). 

From Table (5) in appendix B, we notice the existence of apparent differences between 

the arithmetic means of the estimates of the study sample on the paragraphs of each 

field of the obstacles to applying the systems theory in the public relations departments 

in Palestinian universities. According to the aforementioned variables, the arithmetic 

means and standard deviations were calculated for the estimates of the study sample on 

each paragraph of each field of the obstacles to applying the systems theory. This will 

be further studied when testing the hypotheses. The following provides an overview of 

this. 

 

 

 



46 

The First Domain (Administrative obstacles) 

Table 6: 

 Estimated Values of the Study Sample Individuals on the Items of the Administrative 

obstacles Domain. 

Paragraph 

Number 
Paragraph 

Arithmetic 

Mean 

Standard 

Deviation 
Rank 

The 

level 

1 Not implementing 

decentralization at work 
2.7941 0.97792 4 hgih 

2 Lack of loyalty to the 

organization but to the individual 

in charge 

2.4706 0.96091 10 low 

3 instructions are given in the form 

of orders 
2.7941 1.00843 4 hgih 

4 The lack of involvement of public 

relations employees in the 

decision-making process. 

2.5588 1.05 9 hgih 

5 The lack of clarity in goals when 

applying the Systems Theory. 2.7059 0.71898 7 hgih 

6 Lack of seriousness from top 

management in applying the 

systems theory. 

2.7059 0.79884 7 hgih 

7 Bureaucracy hinders the 

implementation of systems 

theory. 

3 0.7785 2 hgih 

8 lack of processing information 

from the internal environment. 

 

2.8529 0.92548 3 hgih 

9 lack of processing information 

from the external environment 
2.7941 0.80827 4 hgih 

10 Lack of regular evaluation of the 

outcomes of public relations 

work. 

3.0294 0.79717 1 hgih 

The minimum score (1) and the maximum score (4). Source: Conducted by the 

researcher, Field study 2023. 

From Table (6), we notice that the Arithmetic mean for the items in the area of 

administrative obstacles ranged between (3.0294) and (2.4706), with a level ranging 

between (high) and (low). Item (1), which stated the lack of periodic evaluation of the 

results of public relations work, ranked first with an average of (3.0294) at a high level. 

This is due to the lack of attention to the evaluation process for the outputs of public 

relations work. Meanwhile, item (2), which stated the lack of loyalty to the institution 

but to the direct supervisor, ranked last with an average of (2.4706), due to the 



47 

subordination to the direct supervisor and working to satisfy them at the expense of the 

institution in general. 

The Second Domain (Financial obstacles) 

Table 7: 

 Estimations of the study sample on the items of the domain of financial obstacles. 

Paragraph 

Number 
hpargaraP 

Arithmetic 

mean 

Standard 

deviation 
Rank level 

1 Lack of financial resources to 

implement the systems theory. 
2.9412 0.85071 5 hgih 

2 Lack of financial resources for 

employee training. 
3.0294 0.83431 3 hgih 

3 Lack of financial resources to 

support events outside the 

university. 

3.0882 0.75348 1 hgih 

4 Lack of financial resources to 

conduct studies on the external 

environment. 

3.0588 0.77621 2 hgih 

5 Lack of financial resources to 

carry out activities within the 

university. 

2.9706 0.7582 4 hgih 

The minimum score (1) and the maximum score (4). Source: Conducted by the researcher, Field 

study 2023. 

From Table (7), it can be observed that the mean scores for the items in the domain of 

financial obstacles ranged from (3.0882) to (2.9412) at a high level. The item (3) which 

stated "the lack of financial allocations for events outside the university" ranked first 

with a mean score of (3.0882) at a high level due to the high cost of external events. On 

the other hand, the item (1) which stated "the lack of financial allocations for the 

application of the system theory" ranked last with a mean score of (2.9412) also at a 

high level due to the cessation of government support for Palestinian universities and 

the decline of external support for them. 

 

 

 

 



48 

The third domain (social obstacles) 

Table 8: 

 Estimated scores of the study sample on the items of the social obstacles. 

Paragraph 

Number 
Paragraph 

Arithmetic 

Mean 

Standard 

Deviation 
Rank level 

1 

Weak awareness of the 

importance of applying the 

systems theory. 

2.9706 0.57658 1 hgih 

2 

Lack of responsiveness by the 

top management in the 

university to change demands. 

2.8529 0.78363 2 hgih 

3 
Weak of social motivation in 

applying the systems theory. 
2.6765 0.72699 5 hgih 

4 
Lack of desire to move away 

from traditional management. 
2.7059 0.67552 4 hgih 

5 
Doubt in the credibility of 

information about the university. 
2.4412 1.07847 6 low 

6 
Lackof communication with the 

public to receive feedback. 
2.7941 0.88006 3 hgih 

The minimum score (1) and the maximum score (4). Source: Conducted by the researcher, Field 

study 2023. 

Table (8) demonstrates that the mean values for the items pertaining to the domain of 

social impediments ranged from (2.9706) to (2.4412). Notably, item (1) which 

highlighted “Weak awareness of the importance of applying the systems theory” ranked 

highest with a mean value of (2.9706) at a high level. This result reflects the insufficient