ABSTRACT
This chapter concerns the development of public relations industry. With the emphasis on PR as a management function and the need to be taken seriously by the dominant coalition, De Santo and Moss recorded what PR managers actually did. They carried out interviews with practitioners in the UK and US and found that rather than fitting Brooms role typology, managers spent most of their time in meetings, both internal and external. One fifth of manager's time was taken up by administration tasks, while troubleshooting took up 7 percent of UK manager's time and 15 percent in the US. While management theorists such as Fayol defined management as a set of activities designed to enable managers to forecast and plan, organise, command, coordinate and control, only 10 percent of PR manager's time was spent in planning. While some of the respondents were members of the top management team and were taken seriously, most had little involvement in policy making within organisations.
