Until today, this incident is still affecting Malaysia Airlines in different aspects. Especially, on their corporate image, reputation and finance. Not only Malaysia Airlines, but the image and reputation of our country are also being affected because Malaysia Airlines have strong bonding with the government and they as a representative role stood out to speak for Malaysia Airlines. Malaysia government had given a very bad impression to others on their crisis management and crisis communications. Experts criticized their crisis management by saying “crisis in managing crisis” and “make a crisis worst” due to their failure in crisis communications.
From the announcement delivered by Malaysian ministers, uncertainties loomed among them. For example, the time and reason they lost contact with the Flight 370, what happened to the flight and so on which is still an unknown until now. It can be understood that Malaysia Airlines need their time to figure out what was happening on the plane but at the moment when they confirmed lost contact with the flight after it took off not more than one hour, Malaysia Airlines should have to release a press statement immediately. Relatives of the 239 people on the flight had their rights to know this news at the first moment, no matter what happened and how reluctant were they. However, Malaysia Airlines took 6 hours to make this imperative and serious announcement caused the vital information had been lost because no one knew what
Lastly Dwyer and Flynn provide logical reasoning for why there were struggles with the evacuation process and why there was poor communiction between police, firefighters and co workers and citizens. "The 1938 code had required that the columns of tall buildings be able to stand against fire for four hours; the new code reduced that to three hours. For the floors, the earlier code had demanded three hours of fire protection, the new code cut that to two" (pg. 106) This quote shows how the bulding was getting more and more weak and unsteady through out the years with less fire protection which means the building is not capable to undergo huge amounts of fire and smoke from the attack. Which explains why the building collapsed just a couple hours after the attack.
The passenger’s family had a lot of questions regarding how their loved ones died. Were they conscious while the plane was coming down? Did they feel anything? Could they have felt anything? (Miller) Before the report was released, the passenger’s families were briefed on what happened.
The media was reporting the stories in the most up to date ways possible to keep the public
When a crisis strikes, leaders often come to endure great stress, while there is still the necessity to make quick and solid decisions. Two others mentioned are effective communication, and risk taking in the sense that a leader should not rely on old habit too much, and be innovative with their decision, instead of making rigid decisions. Hayata (2012) argues that the leaders at TMI were expected to: “(1) put the nuclear reactor under control, (2) assure the safety of residents near the reactor, […] (3) deal with radioactively contaminated food and water, and most importantly (4) convey the accurate information to the public.” It went wrong from the beginning on, when the accident was not even reported to the local government, but attempted to be
Acting as a positive person with ethical views in the workplace, she was friendly and liked by her peers, whom had little understanding of her capabilities. Moral disengagement and Machiavellianism are two ideas that represent Grants mindset. Machiavellianism is associated with the unethical way of thinking, describing a person who manipulates and deceives others for personal gain. This theory, named after an old philosopher, promotes a self-interested and opportunistic person, whose actions are justified by the end outcome (Trevino & Nelson 2014) (Sakalaki, Richardson & Thépaut, 2007). In Grants case, her fraudulent act of stealing money was justified with her ability to acquire all the equestrian gear she desired.
The success in crisis management depends largely on how quickly and accurately your organization communicates with its stakeholders. Interested parties have something at risk, and therefore something to gain or lose as a result of the organization's activities. Using their influence, stakeholders are the key to the environment in which your organization operates and therefore its subsequent financial and operating performance. During a crisis, the organization has to look at itself from the standpoint of your stakeholders' because the stakeholders will be more interested in how the crisis incident affect them. They expect your organization to communicate with them, so it is vital to be proactive, if possible.
We live in an age where people get their latest news from Twitter and not TV channels, public opinion is vociferous and broadcasted and, mistakes cannot be brushed under the carpet. Thousands of products are recalled for minor defects and heads roll when major errors are
Or else we might be able to also announce through newspapers or any news channel. vii. You need to fire someone who has been performing poorly for some
Delivering the news timely shows individuality on the managers part and can also strengthen employee relationships and lay the groundwork for added trust providing conditions improve (Cardon, P.2013).
The management initially failed to publicly acknowledging the problem that raise concerns for the shortcoming of their inadequate controls to detect the fake
He also provides follow developments, which may cause a media crisis. In condensed form, he informs the crisis headquarters on the trend of the media environment and the attitude of journalists and the company's position - escalating to a negative or positive steps towards supporting the person responsible for external communication is the most common intermediary in the communication between the organization and its publics. The main objective is to build confidence and preserve the trust at the critical moment when the test is placed legitimacy to the company. In keeping with the pattern of
Hong Kong Dragon Air is Hong Kong-based international airline, belonging to of the Cathay Pacific Group. The airline was established in 1985, and operates a fleet of narrow-body A320s and A321s, which were both powered by V2500 engines manufactured by International Aero Engines AG (“IAE”) for both passenger and cargo service to destinations to destinations across the Asia-Pacific region, and China. Their vision is to be the World’s best regional airline serving China and beyond. Their missions; places emphasis on safety and operational excellence with customer focus. The airline seeks to embrace innovation by implementing ideas that improve their business.
It got to be clear to senior Toyota supervisors that their state of mind and acting could never again be transmitted exclusively
Critical incidents occur on an every day basis, and examining them forces us to investigate the situation deeper. The critical incident I experienced can connect and relate to many communication theories we have learned about thus far. As a junior in high school, my priorities were completely focused on school, college and the SAT’s. Worrying about anything else was completely out of the question.
1.0 Introduction to Strategic Management Strategic management practices the formation; achievement and reaching the major objectives executed by the management of the company, by considering the capital and a task of the internal and external environments in which the company wishes to compete. 1.1 Introduction to Singapore Airlines Singapore Airlines (SIA) is established in year 1972 with remarkable performance among its competitors in the industry throughout its 35-year-long history till date (Heracleous & Wirtz, 2009). According to Singapore Airlines (2014), SIA is one of the youngest aircraft fleets worldwide to destinations crossing a network of more six continents, with its iconic Singapore Girl providing excellent standard of service to customers. Throughout the years of operations, SIA has an impressive ever-growing list of industry 's leading innovations such as offering free headsets along with a choice of meals and drinks in Economy Class in the 1970s, followed by introducing satellite based in-flight telephones in year 1991, involving an ample panel of renowned chefs, the International Culinary Panel, to provide lush in-flight meals in year 1998, developing audio and video on demand (AVOD) capabilities on KrisWorld in year 2001, and lastly flying the airbus of A380 from Singapore to Sydney on 25 October 2007 (Singapore Airlines, 2014).