the role of public relations in crisis management in …

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.

Signature ....... . <f?.t~.-- ............ .. .

Date

RITAH RUTH NJAMBI

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 .......................................................................... 1 O 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

1.1 Background of the study.

CHAPTER ONE INTRODUCTION

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.


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

I I

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

Public relations - Threat to the

-Represent the Image of the organization,

firm - A short decision time

-Act as a link between in crisis period

management and employees

•

Public Expectations -Fairness in Reporting -Respecting socio -cultural norms

Source: Ritah 2009.

6

2.1 Introduction

CHAPTER TWO LITERATURE REVIEW

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





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 Oxford

Metrica, 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.


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

3.1 Introduction

CHAPTER THREE METHODOLOGY

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

60

The distribution of respondents by their level of education

10

□ Diploma

□ Degree

□ Masters

□ Total


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


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


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%


26

□ Strongly agree

□ Agree

o Neutral

o Disagree

o Strongly disagree

□ Total

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


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


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


Strongly agree IO 16.7

Agree 18 30

Neutral 18 30

Disagree 13 21.7

Total 60 100.0


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


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


Highly agree 32 53.3

Agree 12 20

Neutral 10 16.7

Disagree 6 10

Total 60 100.0


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


Highly agree 32 53.3

Agree 12 20

Neutral IO 16.7

Disagree 6 10

Total 60 100.0


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


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





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 C:=J 2-5 5-10 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 never C:=J

4.3.How can you rate the good performance above?

25% C:=J 50% C:=J 75% C:=J 100% C:=J

46

the role of public relations in crisis management in …

Documents