MC-Wk-4-CLA-1.docx - 1 Crisis Management in Construction Companies during Earthquake Robin Shrestha Westcliff University BUS600 Managerial Communication

MC-Wk-4-CLA-1.docx - 1 Crisis Management in Construction...

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1 Crisis Management in Construction Companies during Earthquake Robin Shrestha Westcliff University BUS600: Managerial Communication Professor Umesh Shrestha November 30, 2020
2 Earthquake and Crisis Management in Construction Humanity has suffered throughout history from the extreme natural disasters that have caused the devastation of its architecture. Because of these natural processes, humanity has changed its living standards to improve the sustainability of structures as required. Earthquakes are one of the most frequent and devastating natural catastrophes with a large spectrum of adverse effects on the population. Nepal is located in one of the most earthquake-prone countries in the world. In April of 2015, an earthquake of 7.8 magnitudes killed nearly 9000 people and injured more than 22000 people while around 755,549 houses, 4000 government buildings, and 8200 schools have been destroyed by the earthquake[ CITATION Joh20 \l 1033 ]. Although the role of construction firms is regarded as the construction and restoration of buildings and houses, the industry has an increasing significance before and after natural disasters[ CITATION Sah15 \l 1033 ]. The 2015 earthquake of Nepal was a huge crisis in the construction business in Nepal. However, in such a seismologically active area such as Nepal, construction companies need to be ready to act during such a crisis. Management of crises is a process requiring the capture and assessment of crisis signs and applying the precautions to resolve a crisis with minimum harm. The early warnings of a recession allow businesses to avoid the crisis from happening and to recover without any major financial losses. Builders who can thrive in a recession can analyze emergencies and continue to perform post-crisis stabilization studies and turn to their former position.
3 A Case for Crisis Communication I am putting myself in the position of the spokesperson of the construction company whose clients have suffered damage to the ongoing construction or built structures. Even though an earthquake is an unpredictable case of crisis and construction companies cannot bear the cost of damages done by it, it is their responsibility to have proper communication with clients to help them solve as many problems as possible. In addition to the immediate consequences, earthquakes, similar to other disasters, have a secondary, long-term social and economic impact[ CITATION Raj17 \l 1033 ]. I would discuss and plan the role of the company before, during, and after the crisis. Before the Crisis Since we are not able to foresee an upcoming earthquake, partnering and consulting with other agencies is the safest emergency preparedness plan. Building standards, construction specifications, guides, and earthquake detection and prevention models to mitigate human and economic losses have been created by the government which is to be strictly followed for the best earthquake-resistant buildings. The standard of which projects are carried out should be

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