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