Essays on Companies Must Develop Effective Crisis Communication Techniques to Respond to Problems or Dangers Coursework

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The paper 'Companies Must Develop Effective Crisis Communication Techniques to Respond to Problems or Dangers' is a perfect example of business coursework.   Crises are a major concern worldwide and a fact of the organizational life. Organizational crises along with risk controversies have been known to not only consume financial and human resources but also diminish the reputation/goodwill of a company instantly. Right from small non-profit agencies to global and multinational corporations, various crises have suddenly and significantly disrupted abilities to achieve organizational missions regardless of location and activity. As Darling et al (2005) affirm, if the world has learnt anything concerning the crisis, it is specifically that any business may experience crisis anywhere and anytime with little or even no warning at all, hence the safest assumption remaining that crisis looms in the horizon.

Woodyard (1998) describes the crisis as generally inevitable, an equal-opportunity employer and the purest form of equality globally; blind to income, race, religion, culture, occupation and gender. While it could be argued that no particular individuals or companies are immune from any crisis, effective crisis communication, a strategic response component, has been argued to be the key in addressing any organizational crisis; especially when Companies experience major difficulties during a product’ s or service’ s failure to meet consumer expectation.

This particular paper, therefore, explores the significance of effective communication during the crisis while also providing effective communication techniques. Finally, the paper compares two companies that have faced an organizational crisis. Crisis communication has been regarded as a basic fundamental and a strategic component in as far as organizational overall-response to any particular crisis goes. Often than not, the very significance of effective communication in the overall model of crisis management has been underestimated.

According to Taylor & Perry (2005) however, this should not be the case as effective communication is essentially an imperative that is rapidly becoming a crucial strategy in the plan of any company. As stated by Vá rnai & Fojtik (2005), effective communication is essential to managing crisis since, apart from being the key to winning the involvement of people; it is fundamentally a basic element throughout the change activities. Regarding involvement, as argued by Vá rnai & Fojtik (2005), establishing a regular, effective and consistent communication process is capable of significantly reducing the level of uncertainty among the people involved.

This has the profound impact of eliminating the main obstacle associated with the willingness of individuals to take part in the planned change process. However, Vá rnai & Fojtik (2005) are also quick to point out that the communication’ s purpose is not only pinned on informing the staff/employees that change is under consideration, but also calls for drawing the staff to discussions and debating on the need for change and the type of change necessary.

This implies that the staffs need to be accorded the freedom to discuss the involved issues openly in order to convince themselves of the necessity for change and become not only highly motivated but also productive. Hellerman & David (2005) further state that effective communication shapes the perception of the crisis among people. According to Hellerman & David (2005), public opinion is mainly pegged on perceptions more than reality hence internal as well as public communications of the affected company need to strongly emphasize on and establish the appropriate perceptions first.

As highlighted by Hellerman & David (2005), the public has often been very sceptical and the media has often been driven by the urge to tell captivating stories, hence effective communication strategies are essential. Within the public domain are the shareholders and the customers that must be supplied with the appropriate information, failure to which the company affected may lose the investors’ faith and consequently suffer a major blow from their withdrawal. Therefore, affected companies have the responsibility of providing detailed and planned information to shareholders and customers regarding the crisis, information that is far much beyond what the media provides.

Reference

Darling, J., Seristo, H., & Gabrielsson, M., 2005, Anatomy of Crisis Management: A Case Focusing on a Major Cross-cultural Clash within DaimlerChrysler, Journal of LTA Vol 3 (5) Pp. 343-360.

Greenberg, J. & Elliott, C., 2009, A Cold Cut Crisis: Listeriosis, Maple Leaf Foods, and the Politics of Apology, Canadian Journal of Communication, Vol 34 (2) Pp 189-204

Hellerman, J. & Lohr, D., 2005, The importance of crisis communications, Maritime Risk International

Seeger, M., 2006, Best Practices in Crisis Communication: An Expert Panel Process, Journal of Applied Communication Research, Vol. 34 (3) pp. 232-244

Sudhaman, A. & Holmes, P., 2013, The Top 12 Crises of 2012: Part 1, The Holmes Report.

Weiner, D., 2006, Crisis Communications: Managing Corporate Reputation In The Court Of Public Opinion, IVEY Business Journal

Várnai, S. & Fojtik, J., 2005, Role of Communication in Crisis Marketing As Effective Tool of Change Management. Also available electronically at

Veil, S., Buehner, T. & Palenchar, M., 2011, A Work-In-Process Literature Review: Incorporating Social Media in Risk and Crisis Communication. Journal of Contingencies and Crisis Management Vol 19 (2) Pp. 110-122

Woodyard, T., 1998, Crisis Communication: A Commanders Guide to Effective Crisis

Communication, also available electronically at

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