The paper 'Response Strategies by News Corporation' is a good example of a Management Term Paper. The News Corporation's response to disaster reveals a lot that can be learned from the incident. The scandal that was revealed at the News Corporations involved journalists who hacked into communications by the aid of phones. They illegally accessed voice communications and were also involved in other bribery activities in order to conceal the act. The person at the center of all these was the owner, Mr. Rupert Murdoch. The labor MPs had declared him unfit to occupy a managerial position in big corporations.
This was based on the fact that he failed in his role and that is he is the reason phone hacking went on without notice. Nevertheless, the Board of Directors marshaled up their support and came out strongly to support. He went ahead to assure the senior employees of the company that it had corrected those mistakes and it was ready to move on with reviving the company. But before he made this announcement to his employees, the company had made a lot of losses. The decision taken by the company was timely enough to deal with the issue at hand.
From Coombs’ disaster management criteria, the News Corporations adopted a mortification strategy. This strategy focuses on winning the forgiveness of the public after taking full responsibility for the act that was committed. This was the case with the News Corporations when found in the midst of a huge phone scandal. The corporation undertook full responsibility and was willing to make up for the genuine losses. As of June 2012 the number of claimants for the losses caused by phone hacking stood at 70.
The corporation was willing to compensate all of them as long as the losses arising from the phone-hacking scandal. The corporation put necessary measures in place to make sure an occurrence of that nature does not occur another time. This seemingly has worked for the News Corporations in mitigating the situation the corporation was found in. Most Dominant SCCT Strategy The SCCT as developed by Coomb has five disaster mitigation strategies. These include non-existence strategies, distance strategies, ingratiation strategies, mortification strategies, and suffering strategies.
All these strategies have been used by different organizations depending on the prevailing circumstances. What might have been effective in one organization may not be effective in a different organization. Therefore the effectiveness of each criterion is dependent on the nature of the disaster. At the same time, the level of preparedness is useful in helping one tell the best solution for the disaster. Of these strategies developed by Coomb, the strategy that is rarely used is the suffering strategy. The analysis shows that in most situations, the mortification strategy has been considered one of the most successful and therefore the most adopted by many organizations.
Whenever most of the tragedies strike the organizations are more comfortable adopting this strategy as a way of admitting an offense that has already taken place. In most of the scenarios, the situation is too obvious for an organization to fail to take responsibility. This happens over and over. A failure to take responsibility in situations where the public is much aware that it was the fault of the organization will be felt as dishonesty.
The public may react by moving away whenever they realize the organization has failed to take responsibility for the mistakes they made. Due to this, most of the organizations try as much as they can to avoid this. This is the reason most of them choose to confess the mistake and take full responsibility and ask the public to forgive them and promise to change everything possible to avoid a repetition of the event.
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