Crisis Management (Express Exec) by Jack Gottschalk PDF

By Jack Gottschalk

Speedy song path to knowing drawback managementCovers the main parts of difficulty administration from predicament making plans and dealing with an international company main issue to trouble plan executionExamples and classes from a few of the world's so much winning companies, together with Parsons company, Pepsi Cola, Johnson and Johnson and common cars, and concepts from the neatest thinkers, together with Douglas Hearle, James E Lukaszewski and Fraser P SeitelIncludes a word list of key recommendations and a finished assets consultant

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Extra resources for Crisis Management (Express Exec)

Sample text

The results were disturbing. According to the survey, approximately 87% of the people queried believed that the company had no responsibility for the cyanide incident. On the other hand, 61% said they would not buy the product. ’’ A new tamper-resistant package for the product was designed and introduced. But tamper-resistant is not tamper-proof. By the end of 1982 the company’s market-share had been largely restored but corporate happiness was to be short-lived. In February 1986 another fatality was reported and, once again, the capsules were taken from the shelves.

Little, in a report on the Bhopal tragedy, noted: ‘‘In the immediate aftermath of a large-magnitude incident, both non-technical and technically-trained reporters converge on the site, looking for quick ‘answers’ to the question of what caused the event. Most reporters are responsible, restrained, and unbiased in their reporting. ’’ Compare this short version of the story with the three key points set out above. There was knowledge of what could happen in such a plant and what would be the result in terms of damage to the company.

THE STATE OF THE ART 37 According to information provided by the insurance carrier, the claims process begins when the insured notifies the company that a crisis has taken place. ’’ The insurance provides an amount up to $250,000 to cover damages claims made as a result of a crisis. In addition, AIG’s crisis funding policy can provide up to $50,000 to pay for crisis management consulting services. COMMUNICATING VALUES Another issue that arises regarding crisis management planning and execution is how well an organization is thought of before some awful event happens.

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