沈莒達 2012(a) 版 2012.03.11
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組織危機處理. 《Crisis Management in Organization》. 沈莒達 2012(A) 版 2012.03.11. 壹、前言: 從廣州新地標「方所書店」談前瞻人生遠景. 一、座落在廣州地鐵太古匯商場的「方所書店」散發的知性品味:. 1. 人生何處是方所,尋尋覓覓總錯過:自己回應 。. 2. 「方所書店」是採擷南朝梁代昭明太子蕭統的話:「定是常住,便成方所。」而其延伸的意義是「為懂得文化創意生活的人,打造一個內在渴望歸屬的場所。」相當有其構思。自己則將其在延伸為「忙碌奔波,安置心所;飛逝流過,方有所託。」. - PowerPoint PPT PresentationTRANSCRIPT
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2012(A)2012.03.11
Crisis Management in Organization
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1.
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2.
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3. slogan
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2011.12.25A14
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1.(Charles Dickens)
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2.(Irvin Yalom)(Staring at the sun: overcoming the terror of death)(Enkidu)
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3.(Erik Erikson)
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4.(King Lear)(Men must endure their going hence even as their coming hither.)(John Dryden)(The worlds an inn, and death the journeys end.)
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2010.3.24:
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1.
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2.??????:!
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3.
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4.??
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5.:?:
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Crisiskriisto decideto decide or to die(Websters Dictionary)
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1.GPS(Garmin) What if we have a recession? What if competitors come out a killer product?
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2. James Baldwin Not everything that is faced can be changed but nothing can be changed until it is faced.
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3. angerdanger stresseddesserts. Stressed is just desserts if you can reverse.
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Are you prepared for the worst? Are you prepared for the best?
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1.(short time)1-a,//1-b,1-c,2080/1090/0199 1-d,199let it alone/dramatizationMIS
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2.(by accident)2-a,(unexpected) (neglected) ex: ex:2-b, too shocked to response2-c, cool down / cold down / ice down2-d,
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3.(high threats)3-a,(fatality)striking at the foundation3-b, the choice between life and death3-c,(improvisation) (instant response) (instant transparency) (instant pay)3-d, quick-through
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1.it could not happen to meattitudeno person / entity is crisis-free.
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2.(luxury beyond our burden)(necessity in our afford)
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3.(CMT: crisis management team)
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4.delay is not the best policy. non-action
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Jack Welch
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1.!2.!3.!4.!5.!
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Jack Welch
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1. Assumption 1: The problem is worse than it appears.
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2. Assumption 2: There are no secrets in the world and everyone will eventually find the truth.
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3. Assumption 3: You and your organization handling of the crisis will be portrayed in the worst possible light.
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4. Assumption 4: There will be changed in process and people. Almost no crisis ends without blood on the floor.
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5. Assumption 5: Your organization will survive, ultimately stronger for what happened.
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1.
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2.Uniqlo, 2010500201094480813610 Uniqlo
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3.
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4.
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(vulnerability study)
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1.(Adrian Slywortzky)(Karl Weber)
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2.
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3. MPL(Maximum Possible Loss)PML(Possible Maximum Loss)
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4. .(PML)(MPL) /
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5.911
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(BCP: Business Continunity Planning)
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1.2011332011.3.11
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2.
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3.(speed recovery planning)BCP
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4. BCP(recovery strategy) a)(duplicated)(immediate availability) b)(subscribed)(supporting system) c)(purchased)procured d)(substituted)alternatives are possible e)(salvaged)if possible
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(MAA: Mutual Assistant Accord)
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1.(stakeholders)(crisis management strategy alliance)
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2.
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(Disaster management)
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1.
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2.
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3.85.10.1478NT86.10.3120NT......
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4.
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5. a) b) c)C3Communication / Control / Command d) e) f)
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(rumour management)
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1. no news, send rumours.
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2.
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3.
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4.
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(image restoration management)
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1.NPOCEO(image value)
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2.
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3.Obama Razor
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(Frederick Williams)
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1.?(What do we get by participating?):
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2.?(What are the risks?)
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3.?(Can we get our message across?)
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4.?(Is this audience worth it?)reach
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5.?(How will management react?)
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6.?(Does your legal liability outweigh the public interest?)
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7.?(Is there a better way?)
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(Joseph Pulitzer)
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(Public Opinion)(Walter Lippmann)
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1.?2.?3.?4.?
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1. ??? Well-prepared!
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a. ex:????????
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b. ! ex: ex:vs.
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c.d.
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2. a. b.NPO
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3.
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a. 1989(Exxon)(Valaez)(Lawrence Rawl)Rawl
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b. Rawl
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c. RawlCBSCEO
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d.
no action / no comment
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e. Rawl
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4.(Tim Wallace)Exxon
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a.(Develop a clear, straightward position)b.(Involve top management)c.(Activate third-party support)
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d.(Establish an on-site presence)(Union carbide)(Bhopal)e.(Centralize communications)f.(Cooperate with the media)
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g.(Dont ignore employees)h.(Keep the crisis in perspective)
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i.(Begin positioning the organization for the time when the crisis is over)j.(Continuously monitor and evaluate the process)
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1. spokesperson
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2.2009 (GBG Partners)4R/4P2.
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2.()
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a.X4R a1.(Responsive) a2.(Responsible) a3.(Result)(Reason)
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b.Y4P b1.(Priority)(Public) b2.(Precise)(Private)
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c.(filtering effect) Priority / Public Responsive / Responsible Results / Reasons Precise / Private
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3.(Joseph T. Nolan)C
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a. Confidence:
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b. Converse:
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c. Confirm:
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d. Cease:
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/ / /
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