Communication as a Management Tool for Crisis Resolution in Selected Tertiary Institutions in Delta State Nigeria
Abstract
This study was on Communication as a management tool for crisis resolution in selected tertiary institution in Delta state Nigeria. Three objectives were raised which included: To assess the communication strategies and protocols currently employed by selected tertiary institutions in Delta State for crisis management, to identify the common types of crises that tertiary institutions in Delta State have encountered in the past and to understand the impact of these crises on the institutions, their stakeholders, and the wider community and to examine the extent to which transparency and accountability are integrated into the crisis communication practices of the selected tertiary institutions in Delta State. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from selected tertiary institutions in Delta State. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Chapter one
Introduction
Background of the study
Effective communication plays a pivotal role in managing crises within tertiary institutions, as it aids in resolving issues and maintaining the trust of stakeholders, including students, faculty, staff, and the wider community.
Effective communication is vital for managing crises in tertiary institutions. According to Seeger, Ulmer, and Novak (2002), crisis communication helps organizations anticipate, respond to, and recover from crises. This process involves providing accurate information, maintaining transparency, and facilitating two-way communication with stakeholders. Tertiary institutions must engage with stakeholders during crises. Whitman and Mattord (2010) emphasize the importance of involving stakeholders, including students, faculty, staff, parents, and the community. Regular updates and feedback mechanisms can help institutions address concerns and maintain trust.
Transparency is essential in crisis communication. According to Coombs (2007), institutions should be open about their actions, admit mistakes if necessary, and outline steps taken to mitigate the crisis. Transparency fosters trust and credibility.
Tertiary institutions employ various communication strategies to manage crises effectively. Institutions should have well-defined crisis management plans in place (Ulmer, Sellnow, & Seeger, 2015). These plans outline roles, responsibilities, and communication procedures during a crisis, helping the institution respond promptly and effectively.
Financial crises are common in Nigerian tertiary institutions. Effective communication can help manage budgetary constraints, tuition fee issues, and resource allocation challenges. Student protests are frequent. Institutions need to communicate with students to address their concerns and maintain a peaceful learning environment.
The frequent strikes by the Academic Staff Union of Universities (ASUU) serve as an example of the need for effective crisis communication in the Nigerian higher education context. These strikes disrupt academic activities and require strong communication strategies to address faculty and student concerns (Adelabu, 2013).
Communication is a vital management tool for crisis resolution in Nigerian tertiary institutions. Effective crisis communication involves transparency, stakeholder engagement, crisis management plans, and response teams. Learning from past crises and best practices, institutions can develop robust communication strategies to navigate crises successfully and maintain trust among their stakeholders.
Statement of the problem
This research is on the use of communication as a management tool for crisis resolution in selected tertiary institutions of learning in Delta State. Institutions of higher learning in Delta State experience crisis between management and students on regular basis despite the good roles of communication in crisis resolution. In 2011 the students of the Delta State University, Abraha went on rampage because of increase in school fees. The Student Union Government (SUG) who led the riot claimed that the students were not consulted before the increment. Similarly, in 2012, the students of the College of Education, Agbor, Delta State went on rampage due to increase in school fees. Also, in November, 2013, the students went on another riot because of blackout in the institution’s hostels for 9 months. In 2014, the students of the Delta State Polytechnic, Ogwashi-Uku went on rampage during the first semester’s examination. The rampage was caused due to the fact that one of the students was asked to stand-up during one of the papers because he was cheating. In addition, the staff and students were locked outside the gate in 2015 based on the fact that management arrested one of the students for cult related activity. Most of these crises disrupted academic calendars in one way or the other. These crises could have been prevented and better managed with the use of communication. This goes to show that the use of communication in the resolution of crisis in the institutions is not effective or out rightly neglected. There are also indications that the channels and strategies employed in the resolution of crises were in appropriate. As a result, the advantages that emanate from effective use of communication tools in the management and resolution of crisis between managements and students in tertiary institutions of learning are not attained by the institutions’ authorities. This therefore means that there could be lack of effective dissemination of information between management and students of institutions of higher learning which may invariably affect their cordial relationship on campus.
Objective of the study
- To assess the communication strategies and protocols currently employed by selected tertiary institutions in Delta State for crisis management.
- To identify the common types of crises that tertiary institutions in Delta State have encountered in the past and to understand the impact of these crises on the institutions, their stakeholders, and the wider community.
- To examine the extent to which transparency and accountability are integrated into the crisis communication practices of the selected tertiary institutions in Delta State.
Research Hypotheses
H1: there are no communication strategies and protocols currently employed by selected tertiary institutions in Delta State for crisis management
H2: there are no common types of crises that tertiary institutions in Delta State have encountered in the past and to understand the impact of these crises on the institutions, their stakeholders, and the wider community
Significance of the study
The purpose of this study is to raise awareness of the value of communication in fostering a harmonious relationship between tertiary institution administrations and students. The study would make it possible for higher education administrators to identify tactics and communication strategies that might be applied to maintain campus calm. It would be a vital tool for many enterprises, outside of higher education institutions, to understand the significance of efficient communication channels and procedures in maintaining harmony between employers and employees. Additionally, the project would educate higher education administrators on effective communication tactics to use with their students.
Scope of the study
The scope of the study covers communication as a management tool for crisis resolution in selected tertiary institution in Delta state. The study will be limited to selected tertiary institution in Delta state
Limitation of the study
While conducting research on “Communication as a Management Tool for Crisis Resolution in Selected Tertiary Institutions in Delta State, Nigeria,” there are several limitations that should be acknowledged:
- Sample Size and Generalizability: The study may be limited by the selection of a specific number of tertiary institutions in Delta State. Findings from these selected institutions may not be fully representative of the entire tertiary education landscape in the state, and caution should be exercised when attempting to generalize the results to all institutions in Delta State.
- Availability of Data: The quality and availability of data on crisis communication practices within the selected institutions may vary. Some institutions may have limited documentation or may not be willing to disclose certain crisis-related information due to confidentiality concerns, which could impact the comprehensiveness of the study.
- Bias and Perception: The study relies on the perceptions and self-reporting of individuals within the selected institutions. These stakeholders may provide information based on their subjective experiences and perspectives, which may introduce biases or inconsistencies in the data.
- Resource Constraints: The depth and scope of the research may be limited by available resources, including time and financial constraints. These limitations could affect the extent to which data can be collected and analyzed.
Operational Definition of Terms
The following terms were defined in accordance to how they were used in the study:
- Peace: A state of harmony, smooth and uninterrupted operation of laid down plan to maintain its academic calendars in higher institutions of learning.
- Conflict or Crisis: Crisis is a dispute; an argument; a struggle; a fight, a serious divergent of opinions, wishes and anger that occur between managements and students of tertiary institutions of learning.
- Communication: Communication is the exchange of information, ideas, figures between two or more persons. It is also the sharing of meanings between two or group of persons.
- Crisis Resolution: This is settlement of dispute between two persons, groups or among communities or between communities in order to ensure peace and harmony.
- Management Tools: These are those tools that management used in the process of maintaining cordial relationship between her and the students of higher institutions of learning.
- Communication Strategy: This refers to communication plans of higher institutions. It is the communication plan that management of institutions of higher learning employ in dealing or relating with the students.
- Tertiary Institutions: This refers to as third stage, third level and post secondary education.
- Communication Channels: This refers to the way information flows within tertiary institutions between their managements and students and with other institutions. It is also a medium through which a message is transmitted to its intended audience.
- Communication System: This refers to as a collection of institutions’ communication networks, transmissions etc within the institution.
References
- Raudsepp, M. & Wagner, W. (in press) The Essentially Other: Representational Processes that Divide Groups, in I. Markova, P. Linell, A. Gillespie, G. Hosking, and L. Scarantino (Eds). Trust and Distrust between Groups: Interaction and Representations. 31.
- Tajfel, H. & Turner, J. C. (1986) ―The Social Identity Theory of Intergroup Behaviour„„, in S. Worchel and L. W. Austin (eds) Psychology of Intergroup Relations (pp.7-24), Chicago: Nelson- Hall 32.
- Tileagă, C. (2007). Ideologies of Moral Exclusion: A Critical Discursive Reframing of Depersonalization, Delegitimization and Dehumanization. British Journal of Social Psychology, 46, 7 33.
- Uchendu, Anijaobi, & Odigwe, (2013), Research Journal in Organizational Psychology & Educational Studies 2(2) 67-71
- Emerging Academy Resources (2013) (ISSN: 2276-8475)www.emergingresource.org
IF YOU CAN'T FIND YOUR TOPIC, CLICK HERE TO HIRE A WRITER»
