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Public relations management
- 1. PUBLIC RELATIONS MANAGEMENT CRISIS COMMUNICATION MANAGEMENTAND COMMUNICATION BARRIERS
- 2. Table of Contents 1.Introduction 2. Crisis definition 3. Characteristics of crisis 4. Types of crises 5. Crisis Cycle 6. Communication barriers 7. The role of manager in crisis 5/2/2021 ftgacademy1234@gmail.com 2
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- 4. A CRISIS • Acrisis is any event that leads to unstable and dangerous situation affecting an individual, group, community and the whole society. • A balanced, timely public relation response in crisis minimizes the chances of misinformation, misinterpretation of the facts and damage to corporate reputation. • An organization can be faced with a predictable crisis such as strike or an unpredictable crisis such as an industrial accident, explosion or crash. CHARACTERISTICS OF CRISIS A crisis threatens the future existence of an organization A crisis develops at an ever increasing rate of destruction A crisis creates havoc with the financial reserves of a company A crisis has to be brought under control as soon as possible 5/2/2021 ftgacademy1234@gmail.com 4
- 5. 1. Immediate crises:this is the most dreaded type, which happens so suddenly and unexpectedly that there is little or no time for research and planning. E.g Airplane crash, product tempering, fire, and earthquake 2.Emerging crises: this type of crisis allows more time for research and planning, but may suddenly erupt after brewing for long periods. E.g, Employee’s dissatisfactory, low moral, substance abuse on the job, poor service. 3. Sustained crises: this type of crises persists for months or even years, despite the best efforts of management. For instance, persisting rumors of downsizing, retrenchment and closure of operations mergers and takeovers. 5/2/2021 ftgacademy1234@gmail.com 5
- 6. CRISIS CYCLE ANDTHE CRISIS PLAN Whenever a company experiences a crisis, the crisis moves through a certain cycle. A crisis plan is then required to rectify the situation and return everything to normal. To unlock innovative solutions and achieve high performance, however, managers need different skills to engage workers’ hearts and minds. • Some of the guiding principles that help managers and employees maneuver the difficult terrain of today’s turbulent business environment are: Teamwork, collaboration, participation and learning (Stephen,2006). 5/2/2021 6
- 7. 5 STAGES OFCRISIS (1)Detection noting the warning signs. (prodomes or prodromal stage) (2)Prevention Build relationships detect signals from environment (3) preparation Designate crisis management team and spokesperson create detailed crisis management plan Set up effective communications systems (4) containment •Rapid response: Activate the crisis management plan •Get the awful truth out •Meet safety and emotional needs •Return to business (5) Learning examining the crisis determining what was lost what was gained how the organization performed in the crisis It is an evaluative procedure also designed to make a crisis prodome for the future. 5/2/2021 ftgacademy1234@gmail.com 7
- 8. Case of Tylenol JOHNSON AND JOHNSON Foundedby brothers Robert wood Johnson, James wood Johnson and Edward mead Johnson Company introduced first commercial first aid box, baby powder, no more tear shampoo and modern form of medicine packaging along with many medicines problem 1982, Tylenol leading painkiller sold by Johnson and Johnson was tempered with cyanide 7 people died in US There was a report that unknown suspect added 65 milligram cyanide into Tylenol capsule and tampering occurred when product to the shelves Company immediately called back the product from the shelves and faced loss of 100 million Effect of crisis In 1982, Tylenol covered 37% of market share with revenue of 1.2 million After the incident the market reduced to 7% Company's Action Reintroduced the product with triple seal temper resistant packaging Offered a $2.50 off coupon and the purchase of their products. They were available on news papers and toll free numbers 25% off on the purchase of product to recover the loss in stock crisis 2250 sales people made presentations for the media call community to restore trust on the Case Study 5/2/2021 8
- 9. Crisis management plan Roleof a manager Although a crisis plan differ from company to company, a manager could consider the following guidelines: Identify a single spokesperson for the company in times of crisis, preferably a public relations officer. Select a backup Identify a person and a backup to notify the employees of the crisis Let all personnel know the proper procedure for reporting during crisis situation(train them) Identify a person to guide the switchboard operators on what to say to the media Decide a plan for rumour-control within a company Ensure the commitment of management to the plan Ensure that sound personnel relationships exists before the crisis and that employees are willing to corporate, are motivated and loyal Select an experienced coordinator to compile and execute the crisis management plan Budget for crisis 5/2/2021 ftgacademy1234@gmail.com 9
- 10. Organizational Barriers status andpower differences •Low-power people are reluctant to pass bad news up the hierarchy, thus giving the wrong impression to upper levels. •High- power people may not pay attention or may think that low-status people have little to contribute. Organizational differences hinder communication due to the fact that employees of different organizations are a product of different cultures, rules, and norms and are bound by organizational policies and bureaucracies organizations use different terms or languages response organizations have different goals and interests There is an imbalance in information interdependency between organizations Organizations rely on formal plans that may not apply to some specific crisis response situations. Differences across departments in terms of needs and goals interfere with communications •Each department perceives problems in its own terms. The production department is concerned with production efficiency whereas the marketing department goal is to get the product to the customer in a hurry. 5/2/2021 ftgacademy1234@gmail.com 10
- 11. Technological barrier (i)Insufficient developednetworks of organizations hinder communications due to: Insufficient information sharing Lack of initial communication between the responders An unwillingness to transfer data between organizations Responders not having proper points of contact The absence of a central organization overseeing and coordinating the information sharing (ii)Location and resource issues can hamper communication between organizations due to: Inadequate data sources in the crisis area Limited resources to connect all crisis responders Insufficient training in the use of communications systems (iii)Absence of formal channels reduces communication effectiveness Organizations must provide adequate upward, downward, and horizontal communication in the form of employee surveys, open-door policies, newsletters, memos, task forces, and liaison personnel. (iv) Poor coordination Different parts of the organization work in isolation without knowing and understanding what other parts are doing. Top executives are out of touch with lower levels, or departments and divisions are poorly coordinated so that makes people not to understand how the system works together as a whole. 5/2/2021 ftgacademy1234@gmail.com 11
- 12. Social mediausage by crisis responders also cause technological barrier. social media services have high potential as rumor mills because of source ambiguity. Rumors, can be dangerous by supplying communication lines with incorrect information during the response phase that can interfere with the decision making of crisis responders . The integration and verification of information generated in online forums is a major challenge Another key challenge with social media for crisis responders is to aggregate information and determine its reliability Organizations might miss the potential of social media by preferring traditional communication channels 5/2/2021 ftgacademy1234@gmail.com 12
- 13. RECAP To copewith natural or man-made crises, it is crucial to distribute relevant information and expertise in a timely manner to all crisis response organizations; fire and rescue services, medical assistance, government agencies, public organizations, police to save lives and minimize damage. Under such stressful and highly dynamic situations, effective communication can literally be a matter of life and death. A manager needs to have practiced Principles of management in order to help current and future managers find innovative solutions to the problems that plague today’s organizations, whether they are everyday challenges or once in-a-lifetime crises. Even if all preventive measures have been taken, there is still the potential for crisis. Companies must therefore plan to handle a crisis in the most effective way possible to minimize the impact of the disaster, contain the negative consequences and revert to “business as usual” as soon as possible. 5/2/2021 ftgacademy1234@gmail.com 13
- 14. REFERENCES Stephen, P.R(2006). Managing today! New Jersey: SanDiego State University, Prentice Hall Richard, L.D (2009). Principles of Management. India Edition: Cengage Learning 5/2/2021 ftgacademy1234@gmail.com 14
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