Stevens was appointed public relations officer (PRO) of a large commercial organisation after a deadly musical chair interview. Public Relations (PR) was then a new concept. If a PRO was in post, it would be thanks to his/her personal qualities but with hardly any relevant diploma/ degree. Because Stevens was highly qualified or even overqualified as he was later told and had experience in the field, he was confident he would do a nice job of image building for his company; he also hoped he would bring together all the workers of the various departments, which were so scattered in the huge compound. Through effective internal communications, he was sure he would succeed in instilling a sense of belonging and further strengthen their ties.

But the day Stevens assumed office, he faced the greatest disappointment. The human resources manager accompanied him to a room where he was introduced to the top brass of the organisation before he could meet the heads of sections and staff members. Those in the most important positions warmly congratulated Stevens on being part of their team. Coming to the PRO’s scheme of service (rather extensive and varied), one of them discreetly intervened saying the PRO, in performing his duties, should have nothing to do with the press: the top management would deal with the journalists who could not be always trusted. Shocked as Stevens was, he did not utter a word thinking it could be their policy; yet , it was a departure from PR practice.

Press relations are certainly the most important of all PR exercises. In fact, press relations involve a two-way communication between an organisation and the media. It is essential for an organisation to develop press relations and take the press into its confidence at all times. This is because, to prosper, any business needs the help of the press to give coverage to its policies and highlight its activities, thus making its presence felt for its reliable goods and services. In its dealings with the press , the organisation is chiefly represented by its PRO, who has to develop goodwill and confidence with the press. Once goodwill and confidence are established, it becomes easy to build up good press relations. Courtesy, frankness and an open-minded attitude go a long way in winning the confidence and support of the press as a whole.

Facilities must be given to the PRO to have regular direct contact with all levels of press people - reporters, editors, sub-editors , feature writers , news editors, photojournalists, etc. After all, it is hardly possible to seek the co-operation of the press for the furtherance of public relations objectives if smooth press relations are not promoted beforehand .

The PRO must meet the press people at least once a month. He must also arrange for the distribution of the company’s handout/press release – a free document that gives information about events or matters of public interest or that states its policies and projects under way.

And so , public relations and press relations go hand in hand to boost the image of an organisation. To say that the PRO should not deal with the press is indeed far from professionalism; it is the wrong way. Give PR as a management function a chance to grow and develop in every field of human activity.

<B>Kaviraj SOHUR</B>