摘要
本研究以國立台灣師範大學公共關係室和世新大學公共事務室為例，採公關理論中的管理學派觀點，探討大學公關單位的成立原因及對大學公關的工作理念、大學公關工作的作為及執行方式、與媒體的溝通方式及溝通策略、及總體資源成效評估。
本研究所擬定的研究問題如下：
(一) 世新與台師大學校公關室單位成立的目的為何?對於單位的整體目標有何理念?(二) 世新與台師大公關室有哪些重點工作內容?實際執行上落實的方式為何?(三) 世新與台師大公關室與媒體實際的溝通程序為何?又與媒體的互動上，採行何種策略?(四)檢視世新與台師大公關室的人力、人際關係、軟硬體上的資源狀況?工作成效以何種標準來評估?

經由文獻探討，加上深度訪談的結果，歸納出以下研究發現:
一、理念:(一)台師大的公關重點在形象改造；世新大學的重點則在媒體經營。(二)兩所學校都重視長期的公共關係，追求學校的永續發展。
二、實務:(一)台師大公共關係室的編組上，職稱清楚、職務分明；相較於世新大學公共事務室，只稱組員沒有職稱，且工作業務也沒有明文列出。 (二)世新大學運用方法與技巧，來克服人力上、時間上的限制，短短時間內，已發展出良好的媒體關係、校友資料庫、及報考學生資料庫；台師大則積極運用原有的資源，加上人脈的廣泛利用，創造出無數的社會關係資源。
三、媒體溝通與策略:(一)兩所學校平時與媒體的溝通是雙向不對等溝通；而在危機議題時，則採雙向對等溝通。（二）在與媒體的策略上，台師大是使用資訊中介，世新大學則偏向人際溝通。
四、評估:(一)兩所學校多注重人力資源及人際關係資源；有待加強軟硬體資源的運用。(二)世新大學的公眾接觸以學生、媒體為多，可加強與教職員的溝通及企業接觸；台師大則以企業連結為多，但也必須多爭取公共關係室的經費來源。

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