Code red in the boardroom : crisis management as organizational DNA

著者

    • Coombs, W. Timothy

書誌事項

Code red in the boardroom : crisis management as organizational DNA

W. Timothy Coombs

Praeger, 2006

大学図書館所蔵 件 / 全1件

この図書・雑誌をさがす

注記

Includes bibliographical references (p. [125]-131) and index

HTTP:URL=http://www.loc.gov/catdir/toc/ecip063/2005034113.html Information=Table of contents only

内容説明・目次

内容説明

Even several years after the terrorist attacks of September 11, 2001, many organizations are ill-prepared to deal with crises, often opting to deal with them only after the fact. In Code Red in the Boardroom, Tim Coombs argues that crisis management should be a variety of activities that the organization performs daily to prevent crises from occurring. He defines the types of crises an organization might experience (both internal and external), draws from a wide variety of case examples, and showcases cutting-edge techniques that are being tested in the public and private sectors to demonstrate how crisis management can be hardwired into the corporate DNA, so that sensing, preventing, and responding quickly to crises become everyone's responsibility. In the process, he explores evolving roles for executives, managers, and front-line employees in communicating and implementing crisis plans. Ultimately, the book shows readers how proactive crisis management makes the company stronger, more resilient, and adaptable to change. A glossary of key terms and templates for establishing a crisis management program make this book an essential resource for all organizations. Even several years after the terrorist attacks of September 11, 2001, many organizations delude themselves about crisis management. Some enterprises, especially smaller ones, still believe that a crisis cannot happen to them. Others have gone through the steps of creating a crisis management plan, but really pay no more than lip service to the program, and may, in fact, be creating a false sense of security that leaves the company even more vulnerable to attack, accident, crime, or other sources of crisis. Tim Coombs argues that crisis management should not just be something you do when a crisis hits. It should be a variety of activities that the organization performs daily to prevent crises from ocurring. In Code Red in the Boardroom, Coombs defines the types of crises an organization might experience (both internal and external), draws from a wide variety of case examples, and showcases cutting-edge techniques that are being tested in the public and private sectors to demonstrate how crisis management can be hardwired into the corporate DNA—so that sensing, preventing, and responding quickly to crises become everyone's responsibility. In the process, he explores evolving roles for executives, managers, and front-line employees in communicating and implementing crisis plans. Ultimately, the book shows readers how proactive crisis management makes the company stronger, more resilient, and adaptable to change. A glossary of key terms and templates for establishing a crisis management program make this book an essential resource for all organizations.

目次

Preface Introduction: Crises Happen, So be Prepared Types of Crises Attacks on Organizations When things go Bad When the Organization Misbehaves Managing Crises Crisis Sensing Network Crisis Management Plan as Living Document Crisis Management as DNA: Overcoming Resistance to the Crisis Management Process Appendix A: Sample Crisis Management Plans Elements Appendix B: Department of Homeland Security Fact Sheet for NIMS Index

「Nielsen BookData」 より

詳細情報

ページトップへ