“…Due to these immaturity issues and authoritarian organisational culture (Verčič, 2003), public relations advisers suffer from limited access to their superiors, decision-making processes and information (Serjanik Sraka and Vidrih, 2001). This does not seem to be an issue for other senior political advisers (Vreg, 2004;Lukšič, 2006), who do not only have a privileged access to a politician, but also regardless of their public relations expertise play an important role in strategic communication management, solving complex communication problems and managing relationships with the environment, while public relations advisers are "still treated as a technical function responsible for information and broadcasting" (Verčič, 2004: 382) and almost exclusively focused on media relations, representing one of the most important, if not the only specialisation of public relations (Verčič and Ažman, 2002;Furman, 2010;Serajnik Sraka et al, 2010 (Curtin, 1999;Shin and Cameron, 2003;Shaw and White, 2004;Johnson-Cartee 2005;Sallot and Johnson, 2006;Neijens and Smit, 2006;Davis, 2010;Ross, 2010), on the other hand, stand for symbiotic, reciprocal, consensual, mutually dependent and co-operative relationships, sustained by commitment, openness, relational satisfaction, likeability, mutual understanding, and most importantly trust (Jahansoozi, 2006). The facilitation and maintenance of such relationships is in the domain of public relations practitioners, who utilise impression-management strategies, including individual and professional approach, accessibility, responsiveness and providing exclusive information, advice, guidance and informal chat (Rijavec, 1998;Poler Kovačič, 2002;Johsnon-Cartee, 2005;Laban, 2007).…”