Steps to Crisis Communication Planning

Leaper identifies several stages of crisis communication planning. The following list is these steps.

1. Secure commitment from top management to be open and honest during crises
2. Establish a crisis communication team
3. Brainstrom regarding crisis
4. Identify stakeholders and prepare appropriate messages
5. Choose methods for communicating messages
6. Sequence messages
7. Identify spokesperson and establish a communiation center
8. Record the plan
9. Stimulate and coach
10.Update periodically

crisis communication

Crisis communications is generally considered a sub-specialty of the public relations profession that is designed to protect and defend an individual, company, or organization facing a public challenge to its reputation. These challenges may come in the form of an investigation from a government agency, a criminal allegation, a media inquiry, a shareholders lawsuit, a violation of environmental regulations, or any of a number of other scenarios involving the legal, ethical, or financial standing of the entity.

Crisis communications professionals preach that an organization’s reputation is often its most valuable asset. When that reputation comes under attack, protecting and defending it becomes the highest priority. This is particularly true in today’s 24 hours news cycle, fuelled by government investigations, Congressional or parliamentary hearings, lawsuits, and gotcha journalism. When events like these happen, the media firestorm can quickly overwhelm the ability of the entity to effectively respond to the demands of the crisis. To emerge with its reputation intact, an organization must anticipate every move and respond immediately and with confidence. Companies facing such a threat will often bring in experienced crisis communications specialists to help prepare and guide them through the process.
Effectively responding to the challenges of a crisis requires more than the typical skills of the public relations professional, requiring instead experience at the highest levels of the field.

organizational communication

Organizational communication, broadly speaking, is people working together to achieve individual or collective goals. People can relate to each other only through some form of communication. The survival of an organization depends on individuals and groups who are able to maintain among themselves effective and continuing relationships. If we can understand organizational communication, we will understand the organization itself. Communication can be defined as "the transfer of meanings between persons and groups". The purpose of communication may range from completing a task or mission to creating and maintaining satisfying human relationships. The word transfer means more than the simple process of "packaging" an idea as conceived by a sender and transporting it to the mind of a receiver, where it is "unpackaged". It implies the creation of meaning in the mind of a sender followed by a re-creation of the same meaning in the mind of a receiver. If something occurs along the way to change the sender's original meaning, the communication has failed in its intent.
Communication may be considered a functional part of an organizational system, and it may be considered in an interpersonal context.
The structure of an organization is determined in part by the network of channels or paths along which information must flow between members or subunits.

(source: http://www.wikipedia.com)

Theory Z

William Ouchi (1981) used characteristics of both Theory X and Theory Y in contrasting the management styles of American and Japanese organizations. Ouchi claimed taht U.S. organizations could learn much from the Japanese model of management, which he called Theory Z. Like Teory Y, Theory Z cites employee participation and individual development as important components of organizational growth. interpersonal relations between workers and managers are sressed in Theory X, in that management makes the key decisions in an organization, and a strong sense of authority must be maintained.

A common criticism of Theory Z is that it fails to recognize cultural diffrences between U.S and Japanese firm and how these diffrences are manifested in business organizations and management efforts. Nevertheless, aspects of Theory Z can be found in many electronic media organizations in such areas as employee training, various types of fringe benefits programs, and lines of communication with managers (which tend to be more direct)

Theory X and Theory Y

While the work of Maslow and Herzberg advanced the importance of motivation in management, industrial psychologist Douglas Mc Gregor (1960) noted that many managers still clung to traditional managerial assumptions that workers had little interest in work and lacked ambition. McGregor labeled this style of management Theory X, which emphasized such tactics as control, threat, and coercion to motivate employees.

McGregor offered a diffrent approach to management, which he called Theory Y. Under Theory Y, managers did not rely on control and fear but instead integrated the needs of the workers and those of the organization. Employees could exercise self-control and self direction and develop their own sense of responsibility if given the opportunity. The managers role in Theory Y centers on matching the talents of the individuals with the proper position in organization and providing an appropriate system of rewards.

What is management???

Management in business and human organization activity, in simple terms means the act of getting people together to accomplish desired goals.

Management comprises 1.planning, 2.organizing, 3.resourcing, 4.leading or directing, and 4.controlling an organization(a group of one or more people or entities) or effort for the purpose of accomplishing a goal.

Resourcing encompasses the deployment and manipulation of a.human resources, b.financial resources, c.technological resources, and d.natural resources.
Management can also refer to the person or people who perform the act(s) of management.

sources:http://wikipedia.org.com

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