Many organisations are in denial 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 programme, 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 begin when a crisis hits. It should be a variety of activities that the organisation performs daily to prevent crises from occurring. In "Code Red in the Boardroom", Coombs defines the types of crises an organisation 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 - where sensing, preventing, and responding quickly to crises becomes 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 programme make this book an essential resource for all organisations.
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