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Introduction
Expecting the unexpected is the name of the game however, there are situations which their anticipation is difficult. Definition of crisis management (CM) may differ from country to country and organisation to organisation due to variations in level of turbulence in different situations in different corners of the globe ([10] Eliasson and Kreuter, 2000). Therefore, cultural dimensions and legal aspects of each country need to be analysed for appropriate action plans. According to [31] Cutlip et al. (2006, p. 326) organisations face crises, in which case, issues reach the crucial stage and strategic management becomes vital. [19] Paraskevas (2006) mentions the word "crisis" derives from the Greek word "krisis", which its English translation would be "choice" or "decision". It appears that, there is no one single solution to a situation as "decision" and "choice" is involved. These call for trade off between critical options and act accordingly, where strategic plans are extremely helpful. There is a right and a wrong way of coping with a crisis, thus handling the process must be planed and structured ([31] Cutlip et al. , 2006, p. 327) in order to not leave any vacuum for harmful speculation by the media and or rivals.
Why CM?
Problems are inescapable in the dynamics of the twenty-first century, but it does not mean tackling them is insurmountable. [10] Eliasson and Kreuter (2000) argues, one major complication with crisis is how to define the actual "crisis variable". Effective internal and external communications are always wise to be practised for accurate crises handling. In light of common sense, anticipating the future to a certain degree is viable. This is therefore the critical role of managers - to identify and analyse the situations vulnerable to possible crises ([11] Gundel, 2005). Being vigilant and prepared for any scenario is essential, particularly in turbulent environments. In simple words, creativity and strategic thinking is the name of the game.
Being vigilant to mitigating chances of turning issues to crises is a critical task of organisations and governments ([15] Moore et al. , 2006a). Crises initially start from issues and problems arise inside and or outside organisations; which have been particularly undermined by managers. According to [26] Stephenson (2006), solid risk management programmes usually contain well structured...