THE ROLE OF PUBLIC RELATIONS IN CRISIS MANAGEMENT IN MEDIA ORGANIZATIONS CASE STUDY: STANDARD MEDIA GROUP, KENYA. BY RITAH RUTH NJAMBI BMC/11413/61/DF A Research Report submitted in pa1iial fulfillment of the requirements in the Faculty of Social Sciences for the award of a Degree in Mass Communication at Kampala University. JUNE2009 DECLARATION I RITAH RUTH NJAMBI declare that the Dissertation presented to Kampala International University is my original work and has never been submitted to any institution/organisation for any award. <f?.t~.-- .............. . Signature ....... . RITAH RUTH NJAMBI Date r,i ... -~ ..... J<J.01.-... .'J..Dt19. .... APPROVAL This work has been done under my supervision as an institution supervisor and submitted with my Approval. MR MUDOOLA HERBERT 11 DEDICATION This disse1iation is dedicated to my loving mother Helen Mugoh and my sister Laura Wangui whose tireless and invaluable providence has made me what I am .I thank the Almighty God for them. This work is also dedicated to persons who labour to bring change in this turbulent world. Their commitment may bear fruit so as to bring lasting effect on our planet. Moreover, this work is dedicated to those lecturers who imparted knowledge on me so that I may become a responsible and better citizen of the world. Ill I ACKNOWLEDGEMENT Although this study has been a solitary enterprise, I benefited from a joint venture of several people who offered support, insights and access to research materials. I benefited tremendously from their willingness to render time and support generously that contributed profoundly to the completion of this work. I am deeply indebted to my supervisor, Mr. Mudoola who has taken me through my research. He has been an excellent resource in terms of guidance and advice .His enthusiasm, encouragement and invaluable efforts were instrumental in shaping this disse1iation. I would like to appreciation to Jean Paul Mulenga who also played a significant role in shaping my dissertation at its entirelity. He extended Invaluable suppo1i regarding this study. Last but not least to my friends Paya, Ceh, Yvonne and Wambo with whom I interacted a lot in the course of my study. I would also like to thank those who contributed in one way or another for the successful completion of my studies. I am most grateful for the support and level of co-operation I received from Standard Media Group in Nairobi. IV I ABSTRACT Crises can affect all segments of society - businesses, churches, educational institutions, families, non-profits and the government and are caused by a wide range of reasons. Although the definitions can vary greatly, three elements are common to most definitions of crisis: a threat to the organization, the element of surprise, and a short decision time Seeger, Sellnow & Ulmer, (1998). How can a PR come up with measures to deal with crises in an organization. This research is therefore intended to show the liµkage and relevance of Public relations in crisis managements. PR can be used to build rapport with employees, customers, investors, voters, or the general public. Public relations (PR) is the practice of managing the flow ofinformation between an organization and the public. The study was driven by Four objectives: To analyse the role of public relations in crisis management at Standard Media Group, To establish the level of knowledge in Crisis management among the public relations staff of Standard Media Group, To examine the factors affecting Crisis management with regard to public relations in Standard Media Group, To establish whether lesser public relations leads to crisis management The sample size comprises a total of 60 people however 10 people will be interviewed for the study.50 people will respond through the questionnaire. 30 clients and 20 full time employees. The study utilises qualitative research methods, two data collection instruments were used: Structured questionnaire and interviews .The collected data was presented in tabular and figurative forms and analyzed statistically to decipher findings VII ACRONOMYS KTN Kenya Television Network PR Public Relations V LIST OFT ABLES Table I Shows gender distributions of the respondents ....................................... 21 Table 2 Shows years of experience with the Organization ..................................... 23 Table 3 The role of the public relations in crisis management ................................ 25 Table 4 knowledge of public relations among the staff......................................... .28 Table 5 Employees collectively participate in Crisis management.. .......................... 29 Table 6 Whether respondent's suggestions were taken into consideration................... 30 Table 7 Standard Media Group did settle/manage their Crisis on time ...................... .3 I Table 8 Lack of Effective crisis management model ........................................... 32 Table 9 whether Public Relations had a relationship with the crisis management.. ....... .33 Table IO whether Public Relations contributed to Crisis management.. ..................... .34 LIST OF CHARTS Pie Chart I Shows the level of education of the respondents ................................ 22 Pie Chart 2 The role of the public relations department in Crisis management.. .......... .26 VI TABLE OF CONTENTS DECLARATION ............................................................................................................... .i APPROVAL ...................................................................................................................... ii DEDICATION ................................................................................................................. iii ACKNOWLEDGEMENT .............................................................................................. .iv ACRONOMYS ................................................................................................................... v LIST OF TABLES ............................................................................................................ vi ABSTRACT .................................................................................................................... vii CHAPTER ONE ................................................................................................................ I I. I Back ground of the study .._. ........................................................................................... , I 1.2 Problem statement ......................................................................................................... 3 1.3 Objectives ..................................................................................................................... .4 1.4 Research question ......................................................................................................... .4 1.5 Scope of the study ......................................................................................................... .4 1.6 Significance of the study ............................................................................................... 5 1.7 Conceptual framework ........................................................................... 6 CHAPTER TWO ............................................................................................................... 8 2. 0 Introduction ................................................................................................................... 8 2.1 The role of public relations in crisis management.. ....................................................... 7 2.2 Establishing the level of knowledge in Crisis management ......................................... 9 2.3 Factors affecting Crisis management .......................................................................... 1O 2.4 Improved public relations lead to crisis management ................................................. 12 2.5 Critical Need of a Crisis Management Plan ................................................................ 13 2.6 Models and Theories of Crisis management ................................................ .13 2.7 Summary of the Chapter. ............ .' ......................................................... 14 CHAPTER THREE ......................................................................................................... 15 3.1 Introduction ................................................................................................................. 15 3 .2 Research design ........................................................................................................... 15 3 .3 Area of study ............................................................................................................... 15 3.4 The study Population ............................................................................ 15 3.5 Sampling size ............................................................................................................... 16 3.6 Sampling Procedure ..................................................................................................... 16 3.7 Data collection Tools ................................................................................................... 16 3.7.l Instruments For Data Collection .............................................................................. 16 3.8 Validity and reliability ofinstruments ........................................................................ 17 3.9 Procedure in data Collection .................................................................. 17 3. 9. I Data Management and Analysis ............................................................................... 18 3.9.2 Limitations of the study ...................................................................... 19 CHAPTER FOUR .............................................................................. .. .20 4.0 Introduction....................................................................................... 20 4.1 Background Information ...................................................................... .20 4.2 Verification of Research Questions .......................................................... 24 4.3 Research Question One ......................................................................... 24 4.4 Research Question Two ....................................................................... .27 4.5 Research Question Three ...................................................................... .31 4.6 Research Question Four. ...................................................................... .33 CHAPTER FIVE ................................................................................. .35 5.0 Introduction ...................................................................................... 35 5.1 Discussion ....................................................................................... 35 5.2 Research question One ......................................................................... .35 5.3 Research Question Two ....................................................................... .36 5.4 Research Question Three ................. ·..................................................... .37 5.5 Research Question Four ...................................................................... .39 5.6 Conclusion...................................................................................... .40 5.7 Recommendation ................................................................................ 41 REFERENCES ................................................................................................................ 42 APPENDIX ......................................................................................... .44 QUESTIONNAIRE FOR SMG EMPLOYEES .............................................. .44 CHAPTER ONE INTRODUCTION 1.1 Background of the study. The word crisis comes from the Greek krisis, meaning "decision." Being in a crisis is when someone is pressed in an instant to decide on a course of action. Move to the left, or move to the right. Fight or flee. Offer an explanation, or dummy up tight. A crisis is a major, unpredictable event that threatens to harm an organization and its stakeholders. Although crisis events are unpredictable, they are not unexpected Coombs, (1999). Edward Louis Bernays, Ivy Lee (1900), who is considered the founding father of modern public relations, defined public relations as a management function which tabulates public attitudes, defines the policies, procedures and interests of an organization followed by executing a program of action to earn public understanding and acceptance" Crises can affect all segments of society - businesses, churches, educational institutions, families, non-profits and the government and are caused by a wide range of reasons. Although the definitions can vary greatly, three elements are common to most definitions of crisis: a threat to the organization, the element of surprise, and a short decision time Seeger, Sellnow & Ulmer, (I 998). How can a PR come up with measures to deal with crises in an organization. This research is therefore intended to show the linkage and relevance of Public relations in crisis managements. PR can be used to build rapport with employees, customers, investors, voters, or the general public. Public relations (PR) is the practice of managing the flow of information between an organization and the public. Public relations often referred to as PR gains an organization or individual exposure to their audiences using topics of public interest that may contradict with companies image therefore necessitating the Organization to clear its image. This is because public relations places exposure in credible third-party outlets, it offers a third-party legitimacy that advertising does not have. Common activities include speaking at conferences, working with the press, and employee communication. PR can be used to build rapport with employees, customers, investors, voters, or the general public. Almost any organization that has a stake in how it is portrayed in the public arena employs some level of public relations. A number of specialties exist within the field of public relations, such as Media Relations, Investor Relations or Labor Relations. Barton (2007). At Standard Media Group the need for an efficient PR department consequently arose when the first lady Lucy Kibaki stormed the Groups offices demanding to see the reporter who published a story about her intrusion into state affairs, she went a head and slapped a camera man who was trying to record the event. The Groups PR department had to assure the Nation at large that the story which was run was based on facts and not malice. Opanga (2008) This state of event has proved to the Kenyan media that running stories about the first family can be painstaking difficult and tedious and yet there is freedom of the press. The Government has time and again argued that freedom comes with responsibilities, yet in a country like Kenya where there is no Opposition in parliament because of the coalition government currently the Fourth estate acts the publics watch dog which it has done without bias in unearthing massive corrupt and scandalous deals. Makali (2008) 2 1.2 Statement of the Problem Most organizations lack a crisis management plan yet with a Crisis management plan in place it will help curb the fast spread of news and information by slowing it and having a ready response to the crisis. Companies must be able to quickly answer questions and allegations about looming crisis. There are more examples of organizations getting crisis management wrong than doing it right. When crisis strikes, most companies are unprepared and poorly handle the situation. Organizations might try stonewalling the situation, toughing it out or pretending the crisis will pass, but they only make the situation worse. Organizations who waste valuable time at the beginning of a crisis can expect to see a loss in revenue and plummeting stock prices. The organization's most impo1iant asset is at stake, their reputation. It is useless to conceal the truth from the public because eventually someone will blow the whistle. For example, Firestone continued to sell faulty tires to the public when they knew there was a problem with the product. After many deaths, Firestone recalled millions of tires, and the public wondered how long Firestone knew about the problem. Now Firestone is on the verge of declaring bankruptcy and going out of business because they made poor crisis management decisions. It is this situation that stimulates the researcher to under take the study on the role of public relations in crisis management in media organizations .case study Standard Media Group Kenya. 3 1.3 Objectives This study will be guided by the following Specific Objectives I. To analyse the role of public relations in crisis management at Standard Media Group. 2. To establish the level of knowledge in Crisis management among the public relations staff of Standard Media Group 3. To examine the factors affecting Crisis management with regard to public relations in Standard Media Group. 4. To establish whether lesser public relations leads to crisis management. 1.4 Research Questions I. What is the role of the public relations in crisis management at Standard Media Group 2. What is the knowledge level of public relations among the staff as a form of crisis management 3. What are the factors affecting effective crisis management process in Standard Media Group. 4. Is there any relationship between public relations and crisis management in Standard Media group. 1.5 Scope of the study The study is to be carried out in Nairobi, Kenya. Where Standard Media group is based, the headquarters is at I & M building along Kenyatta Avenue, Nairobi Kenya. The period of coverage is to be between the months of April to September .Therefore the research has to confine itself to the relationship between Public Relationship and Crisis Management. The issues to probably consider under crisis management will include: The 4 II Role of Public Relations in an Organization in crisis, Framework for crisis management and Models and theories of crisis management 1.6 Significance of the Study The study is intended to re-emphasise the understanding, the application and outcome of Public Relations as a necessity in Crisis Management. The study will also be a source of information for the stakeholders and equally be a basis for further research in the field, it will be added on the available authorities. The study also informs the actors on the challenges confronting management as regards to Public Relations and also provides an insight to managers and other stakeholders on how to build up and maintain Crisis Management modalities geared towards improvement of performance at Standard Media Group. The study is also geared towards helping the researcher to acquire a wider understanding of Public Relations. The information gathered could equally be used for future reference by other researchers. Finally the study will be a source of great experience and a contribution to the academic career of the researcher. 5 1.7 Conceptual framework The conceptual framework indicates that the role of every organization is to achieve maximum profits. This is can be achieved through an efficient Public Relation outreach that gratifies public expectation .This can equally be attained through Crisis management strategies and techniques. If this is attained it will lead to a sound Organizational Performance. Figure 1: - Organizational Goals -Profit maximization Crisis management - Threat to the organization, - A short decision time in crisis period Public relations -Represent the Image of the firm -Act as a link between management and employees • Public Expectations -Fairness in Reporting -Respecting socio cultural norms Source: Ritah 2009. 6 CHAPTER TWO LITERATURE REVIEW 2.1 Introduction This Chapter will involve locating, reading and evaluating reports of previous studies, observations and opinions related to the planned study. It will therefore lead to appreciating and understanding the research that has already been done in this area of interest. The review draws from a diversity of writings on Public Relations, Crisis management and theories of crisis management. The researcher is to make a number of links that arise from the literature collected.Public relations (PR) is the practice of managing the flow of information between an organization and its publics. It can equally be stated that Public relations (PR) deals with influencing public opinion, through the presentation of a client's image, message, or product.However; there are limited studies regarding Public Relation and Crisis management in Africa generally and Kenya in particular. 2.2 The role of public relations in crisis management Public relations (PR) is the practice of managing the flow of information between an organization and the public. Public relations often referred to as PR gains an organization or individual exposure to their audiences using topics of public interest that may contradict with companies image therefore necessitating the Organization to clear its image. This is because public relations places exposure in credible third-party outlets, it offers a third-party legitimacy that advertising does not have. Common activities include speaking at conferences, working with the press, and employee communication. 7 PR can be used to build rapport with employees, customers, investors, voters, or the general public. Almost any organization that has a stake in how it is portrayed in the public arena employs some level of public relations. A number of specialties exist within the field of public relations, such as Media Relations, Investor Relations or Labor Relations. Barton (2007). At Standard Media Group the need for an efficient PR depmiment consequently arose when the first lady Lucy Kibaki stormed the Groups offices demanding to see the reporter who published a story about her intrusion into state affairs, she went a head and slapped a camera man who was trying to record the event. The Groups PR department had to assure the Nation at large that the story which was run was based on facts and not malice. Opanga (2008) This state of event has proved to the Kenyan media that running stories about the first family can be painstaking difficult and tedious and yet there is freedom of the press. The Government has time and again argued that freedom comes with responsibilities, yet in a country like Kenya where there is no Opposition in parliament because of the coalition government currently the Fourth estate acts the publics watch dog which it has done without bias in unearthing massive corrupt and scandalous deals. Makali (2008) Until recently little was known as to why the Government attacked the Standard Group offices in 2006 now it emerges that a story about the president having two wives was the cause of this unprofessional conduct but when the incident happened the story was different. The Kenyan police silenced the country's second biggest media group early on Thursday, 2 march 2006 closing its television station, disabling its printing press and 8 burning its newspapers, after it reported that President Mwai Kibaki had held secret talks with a political opponent, officials said. Dozens of hooded officers carrying AK-47 assault rifles stormed commando-style into the headqumiers of the Standard Group in the capital shortly after midnight and seized transmission equipment for the independent Kenya Television Network (KTN), they said. They then went to the company's printing press, demobilized it and set light to thousands of copies of Thursday's edition of The Standard, Kenya's oldest newspaper, which had just been published. Macharia Gaitho (2008) Edward Louis Bernays, Ivy Lee (1900), who is considered the founding father of modern public relations, defined public relations as a management function which tabulates public attitudes, defines the policies, procedures and interests of an organization followed by executing a program of action to earn public understanding and acceptance" 2.3 Establishing the level of knowledge in Crisis management among public relations The United Kingdom's Department for Business, Enterprise and Regulatory Reform (2008), describes a crisis as "an abnormal situation, or even perception, which is beyond the scope of everyday business and which threatens the operation, safety and reputation of an organization. The depatiment advocates that businesses treat crisis management planning with the same attention as other business plans. The crisis should be dealt with as an operational management issue that is simply being undertaken in extreme circumstances. The crisis management framework for response is 9 normally based on existing management structures and responsibilities. It must also reflect (or improve upon) existing lines of communication, both within the company, and with other organizations which may be affected. This approach, when developed in conjunction with the operational managers, will confirm ownership of plans and prepare the proposed framework for practical implementation. Edward (2007) During the next five years, 83% of companies will face a crisis that will negatively impact the profitability of a company 20 and 30%, according to new research by OxfordMetrica, an independent adviser on risk, value, reputation and governance .(Infante 1997). Crisis management is the process by which the organization manages a wider impact, such as media relations, and enables it to commence recovery. Irrespective of the size of an institution affected, the primary aims or benefits of crisis management would normally include: Ability to assess the situation from inside and outside the Institution as all stakeholders might perceive it. Techniques to direct action(s) to contain the likely or perceived damage spread. Better institutional resilience for all stakeholders. Coombs (1999). 2.4 Factors affecting Crisis management A crisis is a major, unpredictable event that threatens to harm an organization and its stakeholders. Although crisis events are unpredictable, they are not unexpected Coombs, (1999). Crises can affect all segments of society - businesses, churches, educational institutions, families, the government and are caused by a wide range of reasons. Although the definitions can vary greatly, three elements are common to most definitions 10 of crisis: (a) a threat to the organization, (b) the element of surprise, and (c) a short decision time Seeger, Sellnow & Ulmer, (1998). Sudden Crises, such as fires, explosions, natural disasters, workplace violence, etc; Smoldering Crises, problems or issues that start out small and could be fixed or averted if someone was paying attention or recognized the potential for trouble; Bizarre, like the finger in the Wendy's Restaurant Chili, a one-of-a-kind crisis; and, Perceptual Crises, such as the long-running problem Proctor & Gamble used to have with their former corporate logo, that included a half-moon and stars, which critics would claim were symbols of devil-worship, calling for boycotts of P&G products. Smith & Millar, (2002) The practice of crisis management involves attempts to eliminate technological failure as well as the development of formal communication systems to avoid or to manage crisis situations, and is a discipline within the broader context of management. Barton, (2001). Crisis management consists of skills and techniques required to assess, understand, and cope with any serious situation, especially from the moment it first occurs to the point that recovery procedures start. Crisis management consists of methods used to respond to both the reality and perception of crises such as a Crisis Management Plan. Crisis management also involves establishing metrics to define what scenarios constitute a crisis and should consequently trigger the necessary response mechanisms. It consists of the communication that occurs within the response phase of emergency management scenarios. Smith (2002), 11 The related terms emergency management and business continuity management focus respectively on the prompt but short lived "first aid" type of response (e.g. putting the fire out) and the longer term recovery and restoration phases (e.g. moving operations to another site). Crisis is also a facet of risk management, although it is probably untrue to say that Crisis Management represents a failure of Risk Management since it will never be possible to totally mitigate the chances of catastrophes occurring. 2.5 Improved public relations lead to crisis management No corporation looks forward to facing a situation that causes a significant disruption to their business, especially one that stimulates extensive media coverage. Public scrutiny can result in a negative financial, political, legal and government impact. Crisis management planning deals with providing the best response to a crisis. Smith (2002) Preparing contingency plans in advance, as part of a crisis management plan, is the first step to ensuring an organization is appropriately prepared for a crisis. Crisis management teams can rehearse a crisis plan by developing a simulated scenario to use as a drill. The plan should clearly stipulate that the only people to speak publicly about the crisis are the designated persons, such as the company spokesperson or crisis team members. (Ulmer 2006). The first hours after a crisis breaks are the most crucial, so working with speed and efficiency is important, and the plan should indicate how quickly each function should be performed. When preparing to offer a statement externally as well as internally, information should be accurate. Providing incorrect or manipulated information has a 12 tendency to backfire and will greatly exacerbate the situation. The contingency plan should contain information and guidance that will help decision makers to consider not only the short-term consequences, but the long-term effects of every decision (Seeger 2006). 2.6 Critical Need of a Crisis Management Plan A Crisis management plan is necessary because news and information is traveling faster than ever. Companies must be able to quickly answer questions and allegations about looming crisis. There are more examples of organizations getting crisis management wrong than doing it right. When crisis strikes, most companies are unprepared and poorly handle the situation. Organizations might try stonewalling the situation, toughing it out or pretending the crisis will pass, but they only make the situation worse. Organizations who waste valuable time at the beginning of a crisis can expect to see a loss in revenue and plummeting stock prices. The organization's most important asset is at stake, their reputation. It is useless to conceal the truth from the public because eventually someone will blow the whistle. Sometimes crisis management is used to protect a company from its customers. This situation can arise when clients make false claims against the company for example alleging that the story aired on the news or printed on paper is false yet it is true.( Coombs 1999). 2. 7 Models and theories of crisis management Crisis Management Model in successfully diffusing a crisis requires an understanding of how to handle a crisis before it occurs. A four-phase crisis management model process 13 that includes: issues management, planning-prevention, the crisis, and post-crisis was created by Gonzalez-Herrero and Pratt, (1995). Providing information to an organization in a time of crisis is critical to effective crisis management. Structural-functional systems theory addresses the intricacies of information networks and levels of command making up organizational communication. The structural-functional theory identifies information flow in organizations as "networks" made up of members and "links". Information in organizations flow in patterns called networks .Infante, Rancer, & Womack, (1997). 2.8 Summary of the Chapter In a nut shell ,the recognition of Public Relations as a cure competence follows a rising acknowledgement within media studies that Organizational development and crisis management ,regardless of which Organization derives from having ,among others ,a well mentored ,motivated ,well managed ,mutual and cohesive relations in the Organization with regard to its objectives. 14 CHAPTER THREE METHODOLOGY 3.1 Introduction The chapter covers the process through which the study will evolve and cover the research design, study area and population, the sampling procedure, data collection and management processes .The study will adopt qualitative approach. 3.2 Research Design The study will adopt a case study design that is an intensive, descriptive and holistic analysis of a single entity, the bounded case. This approach will enable the researcher understand the phenomenon in its entirety therefore Qualitative method will be utilized to grasp data on process and reasons for the particular outcomes, which will be both useful for providing adequate information on the study. 3.3 Study Area The study is to be conducted at Standard Media Group Head qumiers, in Nairobi Suburb, Nairobi Province, Kenya. Standard Media Group was chosen because it is among the oldest Media House formulated in 1902 ,it equally has experienced its fair share of crisis as a result of government censor ,therefore the staff and management can provide enormous experience ,whereas the organisation has shown resilience ,it is relatively successful in its operations today. 3.4 Study Population The study population will comprise full time employees of Standard Media Group. The choice of full time employees is made in order to avoid getting half baked information 15 from the part time employees and also to avoid responses based on experiences from other work places by the part time employees or responses that is biased. 3.5 Sampling Size The sample size comprises a total of 60 people however 10 people will be interviewed for the study.SO people will respond through the questionnaire. 30 clients and 20 full time employees. 3.6 Sampling Procedure After deciding on the sample size, the researcher will formulate a procedure of selecting the subject to be included in the sample .The goal of probability sampling is to select a reasonable number of subjects, objects or cases that represent the target population. This will provide us with accurate information about groups that are too large to study in their entity. It will provide us with an efficient system of capturing, in a small group, the variations or heterogeneity that exist in the target population. 3. 7 Data Collection Tools Data collection refers to the gathering of information to serve or prove some facts. The researcher has a clear vision of the instruments to be used, the respondents and the selected area. The procedure used to collect data will be influenced by the research instruments used. 3.7.1 Instruments for data collection The Questionnaire The semi structured questionnaire is the main instrument of the study that will be administered to the staff. The questionnaire is designed according to Likert scale so as to explore key variables of factors affecting Public Relations and crisis management the 16 researcher prefers to use this method because of its ability to solicit information from several respondents within a short time as suppmied by Gupta (I 999). Moreover, respondents will be given time to consult records and sensitive questions and truthfully answered (Proctor 1997:40-45) Structured interviews Interviews will be administered too the departments heads and management officials concerning Cri_sis management and the consequent role played by having a sound public relations department in place . Structured interviews will be designed in such a way that more specific and truthful answers relate to the topic will be got .Interviews have been preferred because according to Amin (2003), they give an opportunity to probe detailed information on an issue. 3.8. Validity and Reliability of instruments After constructing the questionnaire the researcher will contact the supervisor and two other experts. To establish the validity, the researcher will use Expert judgement method that is suggested by Gay (I 996). 3.9 Procedure for data Collection The researcher will staii by obtaining a letter from the Kampala International University to enable her visit the Head office of Standard Media Group to inform them formally about the forthcoming study. A list of employees will be obtained from the Human resource department and this will be used to make up the sampling frame .Key informants will be purposively selected during the administering of the questionnaire. The research instruments used is designed to capture qualitative data. The questionnaire 17 is administered to 50 respondents .The structured questions therein is expected to elicit answers that would enable discernment of the quantification of various aspects of crisis management .The open ended questions is expected to capture perception and explanation to the quantitative aspects. The interview schedule for IO key informants is expected to enable narration and free expression of informants and to facilitate deeper probing into the impact of Public Relations in crisis management and other issues not otherwise captured in the other techniques mentioned above. The technique also enables the researcher to learn new information relevant to the study, which had not been incorporated in the design of the instruments. 3.9.1 Data management and analysis Data analysis is the process of bringing order, structure and meaning to the mass of information collected. Qualitative data analysis seeks to make general statements on how categories' or themes of data are related. The data will be in the form of texts and materials which will describe occurrences. The researcher will detect various categories in the data, which will be distinct from each other. The researcher will then establish relationship among these categories. Generating themes and categories will be done using codes, which will be assigned manually or by nse of computer software Known as SPSS Text Editor 18 3.9.2 Limitation of the Study The limitations will include probability of bias due to the sampling method and data collection due to the possibility that some of the respondents may not consent to participate in the study. Time factor will also be of essence due to academic pressure. 19 CHAPTER FOUR PRESENTATION, ANALYSIS AND INTERPRETATION OF THE RESULTS 4.0 Introduction This chapter of the study systematically presents the results that were obtained from the research that was conducted. The results are qualitatively presented. The analysis and interpretation follows tabular presentation at some stages and the interview results from the respondents are also presented to supplement the qualitative presentation. The presentation of the study is guided by the Research Questions and Face to face Interviews that guided the study. The background information of the respondents however is also presented. Hence forth, the presentation is divided into two sections where section one presents the background information of the respondents, while section two, represents the results of the study according to the Interview guide and the research questions that guided collection of Data. The presentation of the data follows in the following discussion. 4.1 Section One: Background Information The presentation of this data as already pointed out is done in two sections. The current section presents the background information of the respondents. The researcher felt this information was important because the respondents, background with the organization determines their ability to posses the required information and subsequently determined the necessity of the researcher to probe for any detail and establish sufficient rapport with the respondents. 20 On the respondents, gender distributions the researcher established the situation as presented in Table(!). Table (1): Gender distribution of the respondents Respondents Percent Male 40 66.7 Females 20 33.3 Total 60 100.0 Source: Primary Data As can be observed from Table (I), the majority of the respondents were males. That is 40 (66.7%) of the total respondents as compared to 20 (33.3%) who were the females. The results indicate that during the survey, the males were more accessible than the females. Even during the face-to-face interviews however, respondents expressed that in Standard Media Group, the males in all the departments were more than the females. This made it possible for the researcher to interact with more males than she could with the females. The distribution however indicates that, there was adequate participation of both males and females in the study, which gave the researcher the opportunity to solicit varying views from both gender settings. The researcher also endeavored to explore the level of education of the respondents. This variable was deemed worth establishing by the researcher because the education level of the individual determines his or her ability to possess adequate information. The results on the level of education of the respondents are presented in Pie chart (I) 21 The distribution of respondents by their level of education □ Diploma □ Degree □ Masters 60 □ Total 10 Source: Primary Data Pie chart basically indicates that, the majority of the respondents, 32 (53.3%) had completed Diplomas. When the researcher inquired details from the respondents, it was revealed that, the majority were diploma holders at different levels, while others had all kinds of certificates especially business related. These were working as secretaries and drivers. According to Pie chart (1) 18 (30%) of the respondents had completed a degree level while 10(16.7%) had completed the level of a master's degree. The distribution in Pie chart(l) however indicated to the researcher that the study involved respondents of various academic levels which gave her the opportunity to obtain information at different levels of the respondents, understanding and perceptions of situation. The researcher also investigated the time the respondents had spent in their employment with Standard Media Group. This information was regarded important by the researcher 22 because the time spent in employment would incidentally relate to the respondents ability to possess adequate information. The results are presented in Table (2) of the study. Table (2): Distribution of the resuondents experience with the on?anization. Years of experience Respondents Percent 1-3 years 19 31.7 4-7 years 17 28.3 7-10 years 14 23.3 Over IO years 10 16.7 Total 60 100.0 Source: Primary Data As expressed by Table (2), the respondents experience with Standard Media Group was evenly distributed. That is, 19 (31.7%) had spent a period between 1-3 years as compared to 17 (12.3%) who had spent 4-7 years in employment. Those who had spent 7-10 years were 14 (23.3%) of the total participants. This distribution left 10 (16.7%) to have worked with Standard Media Group for a period of over IO years. The results generally indicate that the respondents had varying experiences in the organization. During the face-to-face interviews most of the respondents indicated that it is not easy to spend more than 10 years with Standard Media Group. The reasons expressed mainly included; low payments that did not reflect to the raising cost of living, there was low employee motivation and there were many other organizations in the competitive market that were offering better terms than Standard Media Group. Despite the expressions the researcher was confident, because she was able to obtain varying views from people with varying experiences with the organization 23 4.2 Section Two: Verification of Research Questions This study was basically guided by Four Research Questions and an Interview Guide. The verification of the research questions was guided by the conditions that described the data. After presentation of results of the result question, the results from the face-to-face interviews are also presented for clarity. 4.3 Research Question One The first research question of this study was derived from the first research objective. The Question sought to investigate the role that ethical news coverage plays in electronic media houses. In order to get answers to ascertain this research question, the researcher inquired from the respondents their perceptions on a number of issues. These issues included: What was the role of the public relations in crisis management at Standard Media Group, whether the role of the public relations department is effectual in crisis management at Standard Media Group. Descriptive statistics of the study were also analyzed and indicated results. For example, the researcher was interested in investigating was the role of the public relations in crisis management and the results are presented in the following discussion. On whether public relations in crisis management had a role in Standard Media Group the results are presented in Table (3). 24 Table (3): What is the role of the public relations in crisis management at Standard Media Group? Respondents Percent% PR build rapport with general public 28 46.7 PR build rapport with customers 15 25 PR build rappmi employees 5 8.3 Had no idea 7 11.7 PR build rapport with investors 5 8.3 Total 60 100.0 Source: Primary Data According to the expressions of the employees in Table (3), it could be observed that there was satisfaction with the role played by public relations in Crisis management in standard media group. That is 28 (46.7%) of the total respondents strongly agreed that the role of public relations was to build rapport with the general public. 15(25%) of the respondents felt that the role of public relations was to build rapport with customers in this case direct clients a to standard media group. A similar number of respondents 5(8.3%) thought that the role of Public Relations was to build rapport amongst employees and investors. This distribution left 7 (11.7 %) of the respondents unable to tell whether public relations played a role in crisis management or not. When the researcher contacted the respondents during the face-to-face interviews, more interesting issues about the role played by public relations in crisis management were expressed. 25 Some of the participants indicated that, in Standard Media Group the public relations department was proactive. Most of the respondents felt that the role of public relations was to build a rapport with the general public at large after the crisis incident they faced with the government and the burden of explaining to the public what generally took place. However their were those who did not really see the role of public relations in crisis management in that they felt anyone could represent the organization. The researcher was enticed to inquire from the respondents, whether the role of the public relations department is effectual in crisis management at Standard Media Group and the results are presented in Pie chart (2) Pie chart 2: whether the role of the public relations department is effectual in crisis management at Standard Media Group whether the role of the public relations department is effectual in crisis management at Standard Media Group □ 15% 50%g E-21% 4% 6%4 % Strongly agree □ Agree o Neutral o Disagree o Strongly disagree □ Total Source: Primary Data 26 According to the expressions of the employees in pie chart (2), it could be observed that there was satisfaction with the role played by public relations in Crisis management in standard media group. That is only 12 (20 %) of the total respondents were in disagreement that public relations did not play a role in crisis management as compared to 43 (71.7%) who believed that public relations was effective in crisis management at their organization. This distribution left 5 (8.3%) of the respondents unable to tell whether public relations played a role in crisis management or not. When the researcher contacted the respondents during the face-to-face interviews, more interesting issues about the role played by public relations in crisis management were expressed. Some of the participants indicated that, in Standard Media Group the public relations depatiment was proactive .This was exemplified by the crisis situation that affected the organization in several occasions involving a confrontation with the Government, most of the journalist anticipated arrest, however the public relations department swiftly engaged the Government in talks and the melee was solved amicably. Research Question Two From the Second Objective of the study, the researcher delivered a research question. It is this research question, which guided the study. In order to get appropriate answers to this research question, a number of elements were subjected to the respondents to solicit for their perception of the variables in question. For instance, the researcher solicited respondents, opinion on whether there was any knowledge of public relations among the staff as a form of crisis management. The results to this study were analyzed by 27 generating tables and percentages which were used to make the comparison of the perceptions as the following presentation depicts. On whether there was any lmowledge of public relations among the staff as a form of crisis management the results to this research question are presented in table (4) Table (4): whether there was any knowledge of public relations among the staff as a form of crisis management Respondents Percent Very much 9 15.0 Much 17 28.3 Moderately 25 41.7 Not much 6 15.0 Total 60 100.0 Source: Primary Data According to table (4), the respondent's that is, 9(15%) were on the view that, the knowledge of public relations among staff was very much, I 7 (28.3%) believed it was much but not big while the majority 25 (41.7%) indicated that the knowledge of public relations among staff was moderate. This left only 6(15%) of the respondents believing that, knowledge of public relations among the staff as a form of crisis management was not much. As such therefore, the researcher inquired if the respondents collectively participate in Crisis management at S.M.G, Kenya and the results are presented in Table (5). 28 Table (5): Employees collectively participate in Crisis management at S.M.G No. of Respondents Percentages Strongly agree 28 46.7 Agree 8 13.3 Neutral 14 23.3 Disagree 10 16.7 Total 60 100.0 Source: Primary Data Table (5) indicates that there was a wide perception from the respondents that the concept of crisis management needed a collective agreement. That is, 36 (55.5%) of the respondents were in agreement that crisis was collectively deliberated upon as compared to 9(15%) who did not agree that crisis was collectively deliberated upon instead stated that it decisions were imposed. This distribution however, left 10(16.7%) of the respondents not being sure to whether that was the case or not. The researcher also brought in the idea during the discussions with the respondents. To this effect most of the respondents expressed that crisis management was a round table agenda and not for management citing the recent post election violence as an example. The researcher tried to establish if the respondent's suggestions were taken into consideration or implemented, the results are presented in table (6), 29 Table (6): Whether respondent's suggestions were taken into consideration or implemented No. of Respondents Percentages Strongly agree IO 16.7 Agree 18 30 Neutral 18 30 Disagree 13 21.7 Total 60 100.0 Source: Primary Data According to table (6) For instance, IO (16.7%) strongly agreed, 18 (30%) also agreed, while 18 (30%) remained neutral. This left 13 (21.7%) not believing that there suggestions were even considered. When the researcher contacted the respondents in face-to-face interviews, most of them expressed that at times their suggestions were implemented or rather taken into consideration and built on. The researcher further inquired from the respondents whether the Public Relations Department in standard media Group did settle/manage their Crisis on time; the results are depicted on the table (7) 30 Table (7): whether the Public Relations Department in Standard Media Group did settle/manage their Crisis on time. Respondents Percent Always 19 31.7 Frequently 25 41.7 Occasionally 12 20.0 Never 4 6.7 Total 60 100.0 Source: Primary Data According to Table (7), the majority of the respondents, 44 (73 .4%) were in agreement that the Public Relations Department in standard media Group did settle/manage their Crisis on time as compared to only 4 (6. 7%) who did not agree that they managed their crisis on time. However, 12 (20%) of the respondents remained undecided to the matter. During the face to face interviews the respondents stated that the magnitude of the crisis determined the urgency and not vice versa. The researcher acknowledged this fact however tried to introduce an attitude change with relation to crisis management all crisis situations should be treated with the utmost care that they deserve. Research Question Three From the third objective of the study, the researcher derived Research Question number three. The research question sought to find out the factors affecting effective crisis management process in Standard Media Group.To get the answers to this Question, a number of elements were placed to the respondents among which the following 31 I highlights are important. The results to this study were analyzed by generating tables and percentages which were used to make the comparison of the perceptions as the following presentation depicts. The descriptive statistics of the study were also analyzed and indicated similar results. For instance, the researcher solicited respondents, views on whether Lack of Effective crisis management model affects effective crisis management the results are presented in the table (8) Table (8) whether Lack of Effective crisis management model affects effective crisis management No. of Respondents Percentages Highly agree 32 53.3 Agree 12 20 Neutral 10 16.7 Disagree 6 10 Total 60 100.0 Source: Primary Data According to Table (8), the majority of the respondents, 44 (73.3%) were in agreement that Lack of Effective crisis management model affects effective crisis management as compared to only 6 (IO %) who did not agree that Lack of Effective crisis management model affects effective crisis management. However, 10 (16.7 %) of the respondents remained undecided to the matter. During the face to face interviews the respondents were disagreed on this matter, most of them stated that with or without a crisis management model, a crisis situation would only be handled properly if the staff are committed and experienced. 32 Research Question Four From the Fourth objective of the study, the researcher derived Research Question number Four. It is this research question that guided the study in the bid to get answers towards getting solutions. The research question sought to find out if there are any relationship between public relations and crisis management in Standard Media Group .To get the answers to this Question, a number of elements were placed to the respondents among which the following highlights are important. For instance, the researcher solicited respondents, views on whether Public Relations had a relationship with the crisis management in S.M.G. The results to this study were analyzed by generating tables and percentages which were used to make the comparison of the perceptions as the following presentation depicts. The descriptive statistics of the study were also analyzed and indicated similar results. The results that were expressed are indicated in Table (9), which shows whether Public Relations had a relationship with the crisis management in S.M.G Table (9), whether Public Relations had a relationship with the crisis management in S.M.G No. of Respondents Percentages Highly agree 32 53.3 Agree 12 20 Neutral IO 16.7 Disagree 6 10 Total 60 100.0 Source: Primary Data 33 According to Table (9), the majority of the respondents, 44 (73 .3%) were in agreement that Public Relations had a relationship with the crisis management as compared to only 6 (IO %) who did not agree that their was a relationship between Public Relations had a relationship with the crisis management. However, IO (16.7 %) of the respondents remained undecided to the matter. During the face to face engagement most of the respondents agreed that crisis management and public relations had a relationship one way or the other in the organization. The researcher further inquired how often has Public Relations contributed to Crisis management .The results are depicted on the table (I 0) Table (10) whether Public Relations contributed to Crisis management Respondents Percent Always 25 41.7 Frequently 19 31.7 Occasionally 12 20.0 Never 4 6.7 Total 60 100.0 Source: Primary Data According to Table (I 0), the majority of the respondents, 44 (73.4%) were in agreement that Pub lie Relations contributed to Crisis management at S.M.G as compared to 4 (6.7%) who did not agree that Public Relations contributed to Crisis management. However, 12 (20%) of the respondents remained undecided on the matter. During the interviews most of the respondents were in agreement that a public relations contributed to public relations both in its internal affairs and external affairs 34 CHAPTER FIVE DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS 5.0 Introduction The current Chapter of this study presents the discussions of the results derived from the data presented in Chapter four. The discussion leads into varying conclusions and a number of recommendations are subsequently derived. 5.1 Discussions The following are the discussions on the findings based the interview guides and the Research questions that guided the study. The results are also cross referenced with the findings of other scholars in related organizational environments that have got a supportive element of the current study. 5.2 Research Question One The first research question of this study was derived from the first research objective. The Question sought to investigate the role of the public relations in crisis management at Standard Media Group. In order to get answers to ascertain this research question, the researcher inquired from the respondents their perceptions on a number of issues. These issues included: What was the role of the public relations in crisis management at Standard Media Group, whether the role of the public relations department is effectual in crisis management at Standard Media Group. From the views of other scholars, Public relations (PR) is the practice of managing the flow of information between an organization and the public. Public relations often 35 referred to as PR gains an organization or individual exposure to their audiences using topics of public interest that may contradict with companies image therefore necessitating the Organization to clear its image. This is because public relations places exposure in credible third-party outlets, it offers a third-party legitimacy that advertising does not have. Common activities include speaking at conferences, working with the press, and employee communication. PR can be used to build rappmi with employees, customers, investors, voters, or the general public. Almost any organization that has a stake in how it is portrayed in the public arena employs some level of public relations. A number of specialties exist within the field of public relations, such as Media Relations, Investor Relations or Labor Relations. Barton (2007). 5.3 Research Question Two From the Second objective of the study, the researcher derived Research Question number two. The research question sought to establish the knowledge level of public relations among the staff as a form of crisis management. The results on Research Question Two depicted a picture that the idea of solutions can never be left out in the idea of management. The results indicated that there was need to facilitate the knowledge level of public relations among the staff as a form of crisis management. A crisis is "an abnormal situation, or even perception, which is beyond the scope of everyday business and which threatens the operation, safety and reputation of an organization. The department advocates that businesses treat crisis management planning with the same attention as other business plans. Edward (2007) 36 The crisis should be dealt with as an operational management issue that is simply being undertaken in extreme circumstances. The crisis management framework for response is normally based on existing management structures and responsibilities. It must also reflect (or improve upon) existing lines of communication, both within the company, and with other organizations which may be affected. This approach, when developed in conjunction with the operational managers, will confirm ownership of plans and prepare the proposed framework for practical implementation. Edward (2007) Crisis management is the process by which the organization manages a wider impact, such as media relations, and enables it to commence recovery. Irrespective of the size of an institution affected, the primary aims or benefits of crisis management would normally include: Ability to assess the situation from inside and outside the Institution as all stakeholders might perceive it. Techniques to direct action(s) to contain the likely or perceived damage spread. Better institutional resilience for all stakeholders. Coombs (1999). 5.4 Research Question Three From the Third objective of the study, the researcher derived Research Question number Three. It is this research question that guided the study in the bid to get answers towards getting solutions. The research question sought to find out were the factors affecting effective crisis management process in Standard Media Group. According to different scholars a crisis is a major, unpredictable event that threatens to harm an organization and its stakeholders. Although crisis events are unpredictable, they are not unexpected Coombs, (I 999). Crises can affect all segments of society - businesses, churches, 37 educational institutions, families, the government and are caused by a wide range of reasons. Although the definitions can vary greatly, three elements are common to most definitions of crisis: (a) a threat to the organization, (b) the element of surprise, and (c) a short decision time Seeger, Sellnow & Ulmer, (I 998). Sudden Crises, such as fires, explosions, natural disasters, workplace violence, etc; Smoldering Crises, problems or issues that start out small and could be fixed or ave1ied if someone was paying attention or recognized the potential for trouble; Bizarre, like the finger in the Wendy's Restaurant Chili, a one-of-a-kind crisis; and, Perceptual Crises, such as the long-running problem Proctor & Gamble used to have with their former corporate logo, that included a half-moon and stars, which critics would claim were symbols of devil-worship, calling for boycotts of P&G products. Smith & Millar, (2002) The practice of crisis management involves attempts to eliminate technological failure as well as the development of formal communication systems to avoid or to manage crisis situations, and is a discipline within the broader context of management. Baiion, (2001). Crisis management consists of skills and techniques required to assess, understand, and cope with any serious situation, especially from the moment it first occurs to the point that recovery procedures staii. Crisis management consists of methods used to respond to both the reality and perception of crises such as a Crisis Management Plan. Crisis management also involves establishing metrics to define what scenarios constitute a crisis and should consequently trigger the necessary response mechanisms. It consists of the communication that occurs within the response phase of emergency management scenarios. Smith (2002), 38 The related terms emergency management and business continuity management focus respectively on the prompt but sho1i lived "first aid" type of response (e.g. putting the fire out) and the longer term recovery and restoration phases (e.g. moving operations to another site). Crisis is also a facet of risk management, although it is probably untrue to say that Crisis Management represents a failure of Risk Management since it will never be possible to totally mitigate the chances of catastrophes occurring. 5.5 Research Question Four From the Fourth objective of the study, the researcher derived Research Question number Four. It is this research question that guided the study in the bid to get answers towards getting solutions. The research question sought to find out if there are any relationship between public relations and crisis management in Standard Media Group. According to different authors no corporation looks forward to facing a situation that causes a significant disruption to their business, especially one that stimulates extensive media coverage. Public scrutiny can result in a negative financial, political, legal and government impact. Crisis management planning deals with providing the best response to a crisis. Smith (2002) Preparing contingency plans in advance, as part of a crisis management plan, is the first step to ensuring an organization is appropriately prepared for a crisis. Crisis management teams can rehearse a crisis plan by developing a simulated scenario to use as a drill. The plan should clearly stipulate that the only people to speak publicly about the crisis are the designated persons, such as the company spokesperson or crisis team members. (Ulmer 2006). 39 The first hours after a crisis breaks are the most crucial, so working with speed and efficiency is impo1iant, and the plan should indicate how quickly each function should be performed. When preparing to offer a statement externally as well as internally, information should be accurate. Providing incorrect or manipulated information has a tendency to backfire and will greatly exacerbate the situation. The contingency plan should contain information and guidance that will help decision makers to consider not only the short-term consequences, but the long-term effects of every decision (Seeger 2006). 5.6 Conclusions From the study results, a number of conclusions were made which include the following; The results indicated that there is a significant role played by the public relations in crisis management at Standard Media Group. It is substantially an expression that the concept of public relations in managing a crisis is of principal imp01iance, and if any organization is to achieve its perfo1rnance targets and manage crisis effectively, management must put much value into the concept of upholding public relation and crisis management strategies. From the study the results indicated that there are a number of factors affecting effective crisis management process in Standard Media Group. The researcher found it worthwhile concluding that, the problems are likely to substantially erode any effort injected in crisis management, unless there is concerted effort by management in formulating models to eliminate the problems identified by the study. The results on Research Question Three revealed that there was a relationship between public relations and crisis management in crisis situations by either censoring what they 40 air or applying impartiality in media coverage. The results indicated that there are ways of how to administer crisis in media houses and media organization whose target 1s achieving adequacy in clientele service provision. 5.7 Recommendations From the study it is recommended that management should try to fight critical problems affecting crises management and come up with measures that can improve and safe guard the organizational interest during a crisis situation There is need for management to strengthen the element of Crisis management and public relations in media houses. The results on the research revealed a situation that the idea of Crises management and public relations can never be left out of the on gomg management concern. 41 REFERENCES Barton, L. (2007). Crisis leadership now: A real-world guide to preparing for threats, disaster, sabotage, and scandal. New York, NY: McGraw-Hill. Bernays, Edward, L. (I 972) Propaganda. Port Washington, N. Y.: Kennikat Press. (Originally published, 1928.) Coombs, W. Timothy (2006). Code Red in the Boardroom: Crisis Management as Organizational DNA. Westport, CT: Praeger. Coombs, W. T. (!999). Ongoing crisis communication: Planning, managing and responding. Thousand Oaks, CA: Sage Publications, Inc. Dr. Edward C. Green, (2006) Harvard Center for Population and Development Studies, Testimony before the African Subcommittee Gay L.R. (1996), "Education research competencies for analysis and application", Toronto, prentice hall of Canada inc Gupta S. (I 999), "Research Methodology and Statistical techniques", Longman Publisher London New Delhi Gonzalez-Herrero, A., & Pratt, C. B. (1995). How to manage a crisis before or whenever - it hits. Public Relations Quarterly, 40, 25-30 42 Infante, D., Rancer, A., & Womack, D. (I 997). Building communication theory (3rd ed.). Prospect Heights, IL: Waveland Press. Macharia Gaitho (2008) Special Projects Editor, Nation Media Group, Daily Nation aiiicle no. I 5040, 13th March Makali (2008) Media Institute Director, Darkest Day for the A1edia Daily Nation article no.15040, 13th March Opanga (2008) Standard Group's Senior journalists, Press Freedom The Standard Article no.15040, 13th March Seeger, M. W., Sellnow, T. L., & Ulmer, R.R. (1998). Communication, organization and crisis. Communication Yearbook, 21, 231-275. Smith, Larry and Millar, Dan PhD, (2002), Crisis Management and Communication; How to Gain and Maintain Control, Second Edition, San Francisco, CA, International Association of Business Communicators Ulmer, R. R., Sel!now, T. L., & Seeger, M. W. (2006). Effective crisis communication: Movingfrom crisis to opportunity. Thousand Oaks, CA: Sage Publications 43 QUESTIONNAIRE TO MANAGEMENT STANDARD MEDIA GROUP Dear respondents as part of my requirements to the award of a Degree m Mass Communication at Kampala International University I am administering this questionnaire to collect information on the research titled Role of Public Relation in Crisis Management at standard Media Group. Please kindly answer as honestly as possible. PART 1: RESPONDENT BACKGROUND (TICK \VHERE APPROPRIATE) I. 1 Gender: Male C:=J Female C:=J 1.2 Age: 20-29 30-39 40-49 50-59 60-above C:=J 1.3 Number of years in the organization C:=J 2-5 5-10 C:=J 10-above 44 1.4 Education Background Primary C:=J O-Level C=:J A-Level C:=J other [:=:J PART 2: EXAMINING WHETHER THE ROLE OF THE PUBLIC RELATIONS DEPARTMENT IS EFFECTUAL IN CRISIS MANAGEMENT AT S.M.G Guide: Very high (4) High (3) Low(2) Very Low (I) PART 3: IS THERE ANY KNOWLEDGE OF PUBLIC RELATIONS AMONG THE STAFF AS A FORM OF CRISIS MANAGEMENT Strongly agreee:=J agree C:=J disagree C:=J strongly disagree [:=:J 3.1 Public Relations play a big role in Crisis management at S.M.G, Nairobi Strongly agreee:=J agree C:=J disagree C:=J strongly disagree [:=:J 3.2 How does S.M.G balances Crisis management with other values such as customer care, shareholders interests, quality of work life, employees commitments/hard work. Guide: 25 % 50% 75% 100% 45 3.4 Does S.M.G Public Relations Department settle/manage their Crisis on time Give reason why ................................................................................................ . PART 4: IS THERE ANY RELATIONSHIP BETWEEN PUBLIC RELATIONS AND CRISIS MANAGEMENT IN S.M.G 4. I Public Relations have no relationship with the crisis management in S.M.G, Nairobi. Highly agree C:=J agree C:=J disagree C:=J strongly disagree C:=J 4.2 How often has Public Relations contributed to Crisis management at S.M.G, Nairobi Always C:=J frequently C:=J occasionally C:=J never C:=J 4.2. I To good performance (mgt) and attainment of the Organizational Objectives Always C:=J frequently C:=J occasionallye:=J 4.3.How can you rate the good performance above? 25% C:=J 50% C:=J 75% C:=J 100% C:=J 46 never C:=J