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Explores relationships between the popular perception of public relations; the Grunigian paradigm, its distortion by UK teachers and a way forward to a more soundly‐based teaching about the communications of organizations. The first part is about public perceptions of public relations in the UK and how these influence attitudes on the campus. The second part is about shifting the emphasis of teaching away from a communication science perspective and towards a political studies one. Concludes that this shift could lead to a better connection with modern thinking about persuasive information flows in modern, liberal, industrialized societies.

Hypothesises that the public relations industry and those connected with it suffer from low reputation; that this perception is widespread and may create a distorted reality. Surveys a self‐selected and representative sample to evaluate the hypothesis. Considers semantic differences in terminology. Argues for empirical location, reform and more interdisciplinary research. Suggests that an Office for the Regulation of the Public Relations industry (OFFPR) might improve reputation of the industry and the people who work in it, including teachers and students.

Examines undergraduate corporate communications, and argues that the division into marketing and non‐marketing components is only partial. Students' curriculum choices often reflect society's rejection of political activity, but involvement in marketing communications can lead to conflictual activity. Presents the case for redesign of the curriculum to reflect the unity of communications, and provides a short, political economy analysis of UK organizations.

Communication, like quality or professionalism, is one of those words that is constantly bandied around without ever being properly considered; they are universally considered to be a ‘good thing’, the motherhood and apple pie concepts of modern management. By the same token any publication that is designed to help managers, especially managers of NHS Trusts to improve their communication skills must also be considered to be a good idea and of benefit to managers. Whether this slim guide, however, is the best way to achieve better communications for NHS Trusts is debatable. The stated aim of the publication is to provide a ‘short but comprehensive overview of modern communications principles and practice and to show how these can be applied to NHS Trust management’. It would be more accurate to say that this is a short guide to the different terms used to describe communications. This booklet does not provide any real practical guidance on how to apply these techniques in the NHS, or perhaps more importantly, any strategic direction for Trusts which want to improve their communications.