Pengenalan Pengurusan Krisis
Organisasi
Kuliah 1
Definisi Krisis
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Krisis dan Konflik
Cth: krisis ekonomi, krisis Kosovo, konflik Chetya
Krisis merangkumi:
Keadaan yang merbahaya seperti penyakit. Cth:
H1N1
Keadaan yang mengancam keamanan dan
keselamatan
Kejadian yang boleh merosak atau memberi kesan
terhadap keseluruhan organisasi/unit atau bahagian
organisasi
Definisi Krisis
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Kejadian yang boleh mengugat kewujudan
organisasi, produk yang dihasilkan, unit
perniagaan atau kedudukan kewangan
organisasi
Kejadian yang boleh menjejas kesihatan
pengguna, pekerja, dan persekitaran
masyarakat sekeliling
Kejadian/keadaan yang boleh merosakkan
kepercayaan orang ramai terhadap
organisasi, imej dan reputasi organisasi
Definisi Krisis
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Kejadian penting yang tidak dijangkakan dan
memberi kesan negatif ke atas organisasi;
kejadian yang berlaku dan kesan daripada
kejadian tersebut boleh memberi kerosakan
besar
terhadap
pekerja,
produk,
perkhidmatan, kewangan dan reputasi
(Barton, 1993)
Definisi Krisis
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Krisis adalah satu masalah besar yang muncul
secara tiba-tiba.
Lerbinger (1997) – krisis adalah sebagai kejadian
yang membawa, atau berpotensi menjejaskan
reputasi organisasi serta mengancam keuntungan,
perkembangan,
dan
kewujudan
organisasi
(Lerbinger, 1997)
Krisis adalah keadaan atau masa yang tidak stabil
di mana keputusan untuk berubah amat diperlukan
sama ada memberi hasil yang positif yang
diharapkan atau memberi kesan negatif kepada
organisasi (Fink, 1986)
Definisi Krisis
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Gangguan secara fizikal yang memberi kesan kepada
sistem secara keseluruhan, kepada andaian asas, dan
kepada kewujudan organisasi (Pauchant dan Mitroff,
1992)
Menurut Pauchant dan Mitroff, krisis boleh memberi
kesan terhadap kesahihan organisasi, boleh
mengubah misi strategik organisasi dan juga
mengganggu pandangan orang ramai terhadap
organisasi.
Krisis adalah sesuatu yang relatif dan subjektif kerana
maksud krisis bergantung kepada keperluan
organisasi dan persekitaran
Krisis mempunyai kaitan terus dengan pencapaian
matlamat organisasi
Pengurusan Krisis (PK)
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Pengurusan krisis adalah satu kaedah yang
sistematik dan tersusun bagi menangani
sesuatu krisis
PK membolehkan aktiviti harian organisasi
sama ada mengeluarkan produk atau
memberi perkhidmatan diteruskan
Sistem pengesanan awal dibuat dengan audit
Lebih kos-efektif kerana jimat kos – tidak
memerlukan pasukan mengurus krisis yang
besar
Pengurusan Krisis (PK)
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Menurut Littlejohn (1983) PK merujuk kepada
penggunaan prinsip pengurusan yang
dirangka bagi mengenalpasti, mengatasi dan
mengurus krisis
Merangkumi
pemilihan
ahli
pasukan,
merangka pelan, memberi latihan, dan
mengurus krisis
Pengurusan Krisis (PK)
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Menurut Littlejohn (1983) PK merujuk kepada
penggunaan prinsip pengurusan yang
dirangka bagi mengenalpasti, mengatasi dan
mengurus krisis
Merangkumi
pemilihan
ahli
pasukan,
merangka pelan, memberi latihan, dan
mengurus krisis
Ciri-ciri Krisis Organisasi
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Mempunyai unsur kejutan, tidak dijangkakan
Membuat organisasi hilang kawalan
Keadaan yang semakin membesar atau
meruncing
Maklumat tidak cukup, maklumat bertentangan
Memerlukan jangkamasa membuat keputusan
yang singkat
Mengugat kewujudan organisasi
Ciri-ciri Krisis Organisasi
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Berpotensi memberi kesan negatif
Situasi yang mempunyai risiko yang meningkat
Mendapat perhatian media dan kerajaan
Mengganggu aktiviti biasa organisasi
Merosakkan imej organisasi dan keupayaan
organisasi
Krisis
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Berlaku secara tiba-tiba – krisis yang tidak
dijangka seperti tindakan pihak pengganas
merampas kapal terbang di India suatu ketika
dahulu,
World
Trade
Centre
diserang
pengganas, kes kapal terbang Air France
terhempas dalam lautan, atau produk yang
dicemari dengan bahan toksid atau racun
seperti kes Tylenol, Johnson & Johnson.
KEADAAN-KEADAAN YANG BOLEH
MENYEBABKAN KRISIS
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Kemalangan di tempat kerja
Khabar angin
Kematian mengejut eksekutif
Kesilapan teknologi
Ancaman/tindakan ganas pekerja yang tidak puas
hati
Kerosakan disebabkan bencana alam
Boikot, piket, mogok
Sasaran pengambil-alihan
Kualiti produk
Tindakan undang-undang
Jenis-jenis Krisis
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Kegagalan komputer – Y2K
Pencemaran
Cubaan mengambil alih pengurusan syarikat
Salah guna wang syarikat
Kemalangan persekitaran – letupan logi nuklear
Tembak menembak atau jenayah di premis syarikat
Perletakan jawatan atau pemberhentian pengurusan
syarikat secara tiba-tiba
Menarik balik produk dalam pasaran disebabkan
pencemaran dll
Jenis-jenis Krisis
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Bantahan daripada masyarakat setempat
atau persatuan pengguna
Iklan media yang dibuat oleh pihak lawan
Laporan negatif tentang produk dalam media
atau jurnal perubatan
Lain-lain???
KATEGORI KRISIS
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Serangan luar terhadap ekonomi – perkara-perkara
luaran yang menggugat keadaan ekonomi dan
kewangan seperti peras ugut, rasuah, boikot, cubaan
ambil alih syarikat.
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Serangan luar terhadap maklumat – serangan dari
luar terhadap maklumat penting dan sulit organisasi
seperti kecurian maklumat dan khabar angin yang
merosakkan.
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Kerosakkan/kegagalan berfungsi – kilang tidak
berfungsi disebabkan peralatan dan kemudahan rosak,
dan pekerja yang mengahadapi tekanan, kesilapan
manusia, kemudahan keselamatan dicerobohi.
Faktor lain
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“Psychopathology” atau tindakan tidak
siuman – sabotaj, pencemaran produk,
penculikan CEO organisasi, gangguan seksual.
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Faktor sumber manusia (kemanusiaan) –
pekerja yang tidak bersemangat, ketua
organisasi yang sering bertukar ganti, bahaya/
risiko di tempat kerja.
Kesan krisis
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Reputasi terjejas
Hilang kredibiliti, kepercayaan dan keyakinan
terhadap organisasi
Hilang kesetiaan daripada pekerja
Menjejaskan jualan produk
Keuntungan kurang
Perlukan perbelanjaan tambahan
Perubahan pegawai
Produktiviti menurun
PENGURUSAN KRISIS
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Perlu penglibatan semua jabatan dalam
organisasi.
Menggunakan sumber-sumber yang ada.
Pengurus yang boleh bertindak dalam keadaan
tertekan (stress).
Pengurus yang mempunyai pengetahuan
tentang teori dan aplikasi perlakuan organisasi,
komunikasi organisasi, etika, strategi dan PR.
Siapa yang terlibat?
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Komponen pasukan mengurus krisis:
* pentadbiran kanan- TP pentadbiran/operasi
* operasi teknikal
* hal ehwal awam
* perhubungan awam
* hal ehwal pelanggan
* perhubungan pelabur
* periklanan
Pasukan mengurus krisis perlu bersatu dan
berupaya bekerja sebagai satu pasukan
Kegagalan Mengurus Krisis
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Kegagalan mengurus krisis kerana :
* bercakap tanpa kuasa, tidak tahu budaya,
prosedur, norma organisasi. (43%)
* beri berdasarkan maklumat tidak betul yang diberi
oleh pihak lain dalam organisasi. (27%)
* mengambil tindakan yang merumitkan lagi krisis.
Tindakan untuk membantu menyelesaikan krisis
tetapi tidak dianggap begitu. (22%)
Apakah yang menyebabkan kegagalan organisasi
menangani krisis?
KENAPA KRISIS MENJADI SEMAKIN
PENTING
1.
2.
3.
Perubahan teknologi.
Kemunculan pendapat umum secara formal.
Kadar literasi yang meningkat.
CRISIS # 1
Faizal Tahir “SUPERMAN” Striptease
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Show : 8TV Anniversary Concert
Channel : 8TV
Venue : Central Park Avenue, Bandar Utama
Time : 8.30 pm to 10.30 pm (prime time)
Date : Monday, 14 January 2008
Airtime : LIVE telecast
Who are involved?
􀂾 Faizal Tahir, local singer.
􀂾 8TV producers, crews and the group.
􀂾 Cause of crisis: deliberate act of striptease
by Faizal Tahir for 7 minutes LIVE on air
on Malaysian local broadcast station.
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Chronology:
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Show was on 14 Jan ’08. Prime time.
News article (print media) was printed on the very next day
and pictures of Faizal Tahir were circulating on the Net
immediately.
SKMM (Suruhanjaya Komunikasi dan Multimedia Malaysia)
was alerted via media reports (newspaper), SKMM initiated
own investigation on the case. The case also got the attention
of JAKIM (Jabatan Kemajuan Islam Malaysia), KEKKWA
(Ministry of Art, Culture and Heritage), Information Ministry
and Lembaga Penapisan Filem (LPF).
Media Prima (MP) was alerted and the regulator asked for the
recorded tape for investigation.
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Evaluation:
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Evaluation of the recorded tape showed that FT had acted a
planned strategy in duration of 7 minutes; taken off his jacket,
his shirt, his belt and exposing a Superman logo on his bare
chest.
SKMM has ruled out that the act as a deliberate act of
striptease and a planned action.
It was a serious lapse of judgment by FT that it was lack of
sensitivity of the community and inconsistent with local values.
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Consequences:
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All approvals for 8TV for live concert/entertainment were
revoked. The time frame was from 15 January to 15
April 2008 (3 months).
Enforcement action was taken. The station was compounded
RM 50,000.00.
Affected the HR dept in terminating/suspending crews and
staff involved.
The event gave high impact to the whole group and
especially to Juara Lagu competition that was scheduled on
27 Jan ’08 (TV3).
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Steps taken by 8TV in handling the crisis:
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COO of 8TV, Ahmad Izham, organized a Conference to clarify
and explain the repercussions of the incident to public:
Sponsorships
HR- Manpower – crews/staff suspended/terminated
Future programs – i.e: Malaysian Idol and Chinese
Spring Festival
Faizal Tahir was banned 3 months and ordered to
exercise charity works.
Future show case will be recorded, edited and approved
by LPF before airtime.
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Evaluation of the crisis management by 8TV:
 Slow. The group took more than 1 day to “damage
control” action to convey the messages to media.
 8TV is aware of expected crisis when airing a LIVE
content. No measure of quality control was taken. No
briefing and no training were given to crews especially
cameramen.
 The crisis had in fact brought Faizal Tahir name to rise but
not to 8TV.
CRISIS # 2
Rosnah Mat Aris Insulted the Holy Prophet
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Show : Sensasi
Channel : TV3
Time : 11 pm to 12 midnight
Date : 30 January 2007
Airtime : LIVE telecast
Who are involved?
 Rosnah Mat Aris, local actress.
 TV3 producers, crews and the group.
 Cause of crisis: Rosnah, the guest of Sensasi
show, cited the Holy Prophet in insulting way
when he married a much older woman,
Khadijah.
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Chronology:
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Show was on 30th Jan ’07. Sensasi is a gossip show that
conducts interviews live sessions conducted by two hosts,
Awal Ashaari and Intan Suraya. Began its episode on 26th
Dec 06. Scheduled for a 13-episodes block.
News article (print media) was printed on the very next day
and was circulating on the Net immediately.
Based on special reports by KEKWA, Jakim, Information
Ministry and LPF, SKMM was called in to investigate the
case.
Media Prima (MP) was alerted and the regulator asked for the
recorded tape for investigation.
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Evaluation:
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Evaluation of the recorded tape showed that Awal Ashaari started
his interview session with Rosnah by introducing her public image to
the audience as “matured blonde actress, had several relationships
with younger men and also had acted a physical contact on her by
touching her cheeks and made remarks about Botox injection”.
Later in the interview session, the host asked Rosnah about her
opinion in having relationship with younger men when out of sudden
conscious Rosnah had made remark of the Holy Prophet married an
older woman name Khadijah and citing Khadijah as “tua nak
mampos!” (old and near death).
It was a serious lapse of judgment by Rosnah Mat Aris that it was
lack of sensitivity of the community and inconsistent with local
values.
SKMM ruled out that this case as lack of aspiration values in religion
and cultural. The lack of experience of the host in mediating the
interview session had also given extra mileage in the case.
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Consequences:
The show, Sensasi, was terminated immediately after the episode.
SKMM terminated its LIVE airtime but allowed TV3 to continue the
show by recording session. But TV3 chose to end the program
immediately.
Affected the HR dept in terminating/suspending crews and staff
involved.
The event gave high impact to the whole group and especially to
Rosnah Mat Aris as an individual and her acting career.
The case induced controversial reports by media, religious
groups and political parties.
Rosnah was only banned by the government broadcast station,
RTM, for 1 year.
8TV was compounded RM50,000.00 for breaching of license
condition.
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Steps taken by TV3 in handling the crisis:
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Almost nothing. TV3 only terminated the program and left
Rosnah to deal with the crisis alone. Rosnah was left alone
to make public apology on her own initiative through
interviews with reporters.
Future show case will be recorded, edited and approved by
LPF before airtime.
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Evaluation of the crisis management by TV3:
The group took more than 1 day to execute the “damage control”
action to convey the messages to media.
TV3 left Rosnah to deal with the crisis alone. This showed a lack of
professionalism by TV3. TV3 should instigate the crisis plan and
elicit answers from Rosnah rather than leaving her answering
questions from media alone.
This had caused more damage to herself and portraying bad image
to the show.
The crisis had tarnished Rosnah’s name but TV3 remains as the
leading Malay channel despite its “silent” way in treating the crisis.
Question? Maybe it’s a way to deal with it??
The program was lack of value, and the objective is to insult the
guests.
Rosnah Mat Aris was in fact ridiculed and provoked by cynical
questions that were lack of sensitivity.
CRISIS # 3
Adlin Aman Ramli and Saleem (Iklim) Drugs Remark
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Show : AF4 week 3 concert
Channel : Astro RIA
Time : 9.00 pm to 11.00 pm(prime time)
Date : Sunday, 18 June 2006
Airtime : LIVE Telecast
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Who are involved?
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Adlin Aman Ramli : an actor assigned as permanent critic for
AF4 concert and
Saleem : a local rock singer (Iklim), well-known for his drug
abuse.
Astro RIA producer and Astro group
Cause of crisis: Adlin commented on Faizal Ramli (AF4
student) on his performance and insinuated a drug abuse
remark to Saleem, guest artist for that show which Saleem felt
it was targeted towards him.
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Chronology:
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AF4 weekly concert - week 3.
Faizal Ramli (the student) was performing a popular song, “Blues
Terengganu Kita” during his last performance. The original singer,
Saleem, made a surprise appearance and sang along with him on
stage.
Adlin then gave his comment on his performance by saying “ko
jangan ambik dadah…isap ganja, ko kena ingat ini kalau nak
berjaya…..” (You should never take drugs. You have to remember
this if you want to be successful) which indirectly had offended
Saleem.
Saleem demanded for an open apology by Adlin which will lead to
him being sued if he fails to do so.
SKMM was alerted by media report to investigate the case and
demanded that the program to be seized.
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Evaluation:
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Evaluation of the recorded tape, SKMM found that the comments
made by Adlin carried a negative insinuation to Saleem who had
performed on stage with Faizal.
Adlin’s remarks were not scripted and he was being honest with
his comments but it sounded harsh and carried double meaning.
Astro had taken steps to control critics’ comments by having
briefing and providing guidelines.
Astro also had taken steps to prevent future breach in the future by
instigated the crisis plan immediately in the show itself with the
help of a professional host of the show.
The comments were personal in nature and do not have a criminal
element or affects general sensitivity.
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Consequences:
Saleem made several controversial interviews with press expressing his
disappointment with Adlin’s remark.
Media published the incident only on 20th June 2006 (2 days after
the issue).
KEKKWA threatened to seize the whole program.
Steps taken by Astro in handling the crisis:
Measurements for damage control kicked-in immediately. Astro
responded to the issue as positive message to the student as it was not
scripted or intentional.
A meeting was arranged on 19 June by the group and held a
PC between Adlin, Saleem and press. Adlin made a public apology
during the PC.
The group also extended the public apology by Adlin in various shows
that involved AF program that was Diari AF and during the following
concert night. The producer had arranged for a live phone teleconversation between Adlin and Saleem where Adlin
apologized and Saleem accepted the apology.
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Evaluation of the crisis management by Astro
RIA:
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The group handled the damage control immediately and
managed to control the press from publishing the news
straight away.
Astro RIA worked hand-in-hand with Adlin to settle the
crisis and provided him with positive back-up.
The crisis itself had brought Adlin’s name to rise.
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TERIMA KASIH