It is important for institutions with strong performance orientation to develop viable promotional plans and crisis management techniques that enhance growth. Researchers and marketers assert that institutions with growth aspirations need to advance their crisis management capacity including effective media identification to ensure that the information relayed reaches prospective individuals. Dispute resolution requires superior plan, and execution of activities to facilitate problem awareness and development of amicable solutions. Similarly, it entails proper identification of viable and effective media system that would enable wide coverage of information with an aim of enhancing decision-making. . It is proper for companies to integrate their systems with strong media communication plan that is economically viable and socially relevant to avoid unwarranted disputes. The design should be issue oriented and customer focused with an aim of providing essential information that advances customers knowledge about available services. As noted marketing planning and media, identification has been a prevalent factor that has affected growth in most companies. The impediment requires effective strategies and policies to advance realization of excellent output including satisfaction of stakeholder needs. Indeed, media provide a superior communication channels through which companies relays basic information to consumers and receives various feedbacks for purposes of adjustments. Such communication may cause crisis in service delivery including unwarranted disputes with the potential to stall operations in various operating sectors. Therefore, institutions need to a
Crisis Management Plan and Media Communication Name Instructor Task Date Crisis Management Plan and Media Communication Introduction Crisis management plan and media communication are imperative element that convey essential information about an institution…
astrous happening. The occurrences usually involve the daily activities of a company in terms of business, and they usually posses the potential of ruining it (Elizabeth, 2002:56). The relevant decisions are usually implemented during, or just after the end of the situation.
Different kinds of crisis could hit an organization, and these crises could be of varying probabilistic occurrences. Hence, the management has to weigh the costs and benefits of investing resources to this exercise before going forward with it. Moreover, irrespective of the nature and intensity of a real crisis, the way it gets projected in the media can have an effect on the way the crisis is perceived by stakeholders.
evance The present age of competition and turbulence in the business environment has triggered a wave of competition among the business organizations to ensure organizational efficiency. In order to emerge successful in this age of turbulence it is very essential to have a good relationship with the customers as well as the community and society.
The effective communication and addressing of the situation by the management office is also very important, as the media may convey a message and give its response or reaction may not be appropriate and effective. Handling the emergency situation properly will ensure that the damage already caused by the contamination is minimized or stopped, thus avoiding further harm.
To this end, devising a democratic and an all-inclusive management approach that ensures that the inputs of as many professionals in the field of healthcare as possible are brought on board is necessary (Lerbinger, 2012, p. 14). This is because even though the crisis was a national epidemic in most countries and demanded governmental interventions, not all government and public officials had the needed professional health knowledge to address the problem.
The dynamics strategies of organizations help organizations to cope with external and internal issues and factors which could adversely influence its performance. They are especially pertinent in crisis management as they equip managerial leadership with creative inputs and contingency plans to address crisis issues.
According to Seeger (Seeger, Sellnow & Ulmer, 1998) there are three elements common to most definitions of crisis : a) a threat to the organization b) the element of surprise and c) a short decision time.
Crisis management deals with crisis not when the crisis arises and finishes but it starts well in advance before a crisis happens and when the crisis has ended.
In order to overcome crisis issues, appropriate planning is needed. Crisis management planning identifies the potential crisis that tends to occur in an organization and incorporates pivotal strategies to mitigate the
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