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当前位置:首页 > 商业/管理/HR > 市场营销 > 危机管理—公共关系【外文翻译】
1、本科毕业设计(论文)外文翻译原文:Crisismanagement–publicrelationsDamagetoanorganization’sreputationcansoeasilybecausedbyaflippantremark;forexampleRatner’ssharescollapsedthroughthechiefexecutive’scarelessjoke.Atatimeofcrisis,theeffectofflippantcommentsorplatitudescanexacerbatethiseffect.ThecommentbyEurotunnelspresident,inwhichhedescribedthefireasanunpleasantincident,whichwasadjustedafewhourslatertoaseriousincidentwasevidenceofpoormanagementofthereleaseofinformation,whichresultedintheimpressionthatsafetyfea。
2、rswerenotbeingtakenseriously.HillandKnowltonsdirectorofcrisismanagement,DavidBrotzen,commentedthattheydidwelltokeeptheincidenttoaquestionoffreightsafetyratherthanlettingLeShuttlebecomeimplicated.But:ifIwastheirPR,Idtakethemediain,showthemwhathappenedandwhy.Idlaunchanindependentinvestigationintothecauseandseverityofthefireandbeopenandhonestaboutitsfindings.Idalsoreviewallrollingstocktoreassurealltravellersthatsafetyisnumberonepriority(Beenstock,1996).BasicrulesAfewbasicruleshaveclearlyemerged。
3、fromtheaboveexamples.Firstofalltheimportanceoftellingthetruth.Second,ratherthanletthemedianetworkspeculate,usethemedianetworkasaopportunitytodisseminateyourinformation.Leavenoroomforspeculationifyoucanttellthemsomething,tellthemwhyyoucanttellthem(PRJournal,1995).AppropriateapologiesPerhapsanotherbasicruletobementionedatthispointistheneedtoapologizepromptlywhenappropriate.SirJeremyMorse,bankerandpastchairmanoftheInstituteofBankers,maintainsthatitalmostalwayspaystoissueanearlyapology.Although。
4、thiscouldleadtoanorganizationbeingblamedforsomethingwhichisnotitsfault,hecomments:Nevertheless,therearetwocentralreasonswhythisisusuallytherightcourse.First,externally,thepublicrespectanapologyfreelygivenratherthanonethatcomesafteraconsiderableperiodofstonewalling.Secondly,internally,anearlyapologyfreesmanagerstosortouttheproblemsfarmoreeffectivelythaniftheyarestillmaintaininganoutwardfrontthatnothingiswrong(Haywood,1994,p.177).However,Black(1993)pointsoutthatifalawyerispresenttheremaybepressure。
5、nottoexpresssympathyincasethisistakentoimplyliability:Lawyersmustbetoldthattheconsequencestothecompanyofnotcommunicatingandshowingsympathyinpracticaltermsaresuretobemuchworsethanifanopenpolicyoffullinformationandgenerosityisadopted.SpeedofmediacoverageItisvitaltorealizethespeedofmediacoveragebecauseofnewtechnologicaldevelopments.Notonlycanstoriesberelayedbymobilephonesandfaxedfromcars,buttheycanalsobesentfromhelicoptersandbouncedoffsatellites.Picturestoocanbetakenbydigitalcomputerizedcamerasands。
6、entdowntelecommunicationslines:WhenGreenpeacestageditshigh-profilestandagainstthesinkingoftheBrentSparoilplatform,itnotonlypostedinformationontheWeb,butwasreportedtohaveairliftedsophisticatedfilmingequipmentandasatellitedownstationontotherig,sothattheycouldprovidetheirownVNRsdirecttonewsoutlets(Nicholas,1996a).Thismeansthatitisunlikelythattherewillbeatimedelaybetweenanincidentorcrisiseruptingandtheresultingmediacoverage.Thisemphasizestheneedtoreactquicklyatatimeofcrisis,andtoletallpartiesknowimm。
7、ediatelyabouttheactionyouhavetaken.Communicatingeffectivelywasnowmoreoftenseenasofthesameimportanceasputtingtheproblemsright.(IPRJournal,1995,p.14).Furthermore,themediaareincompetitionandhungryforthemostnewsworthystories.Generallybadnewsisverynewsworthyandmoresensational(Ashcroft,1994).Ifimmediateinformationisnotavailable,thisleavesroomforspeculativestories.SpecialisttrainingforcrisisOrganizationswhichhavehandledcriseswellhavebeenwellpreparedforthem,andtheirplanshavebeentriedandtested.Thereare。
8、nowanumberofcompaniesofferingspecialisttraininginhowtohandlethemediainacrisis,whichcaninvolvetrainingtosuittheindividualorganization,includingsimulations.MichaelBlandofMichaelBlandCommunicationshasnodoubtaboutthevalueofsimulationexercises.Evencompanieswithverygoodcrisisproceduresalwaysfindsomethingiswrongorsomethingismissingwhentheydoasimulation(Purdom,1995,p.12).Preparationinvolvesidentifyingwhichcrisesarelikelytohappenforanorganization,thatisanticipatingpotentialcrises.Thisrelatestoissuesman。
9、agement.Preparation/trainingforcrisismanagementCrisismanagementmanualThecrisismanagementmanualisoftenviewedasanimportantpartinpreparation.Itcansetoutwhowillhandlewhatandtheestablishmentofacrisisheadquarters.However,toworkinpracticeitmustbeveryuserfriendlyandasconciseaspossible.CrisischecklistPurdom(1995,p.11)setsoutacrisischecklist:Identifywhichmanagerswillbepartofthecrisishandlingteam.Establishwhoisthespokespersonandensuretheyaretrained.Ensurethatoutofhourscontactnumbersofseniorstaffareavaila。
10、bletorelevantstaff,includingeveningsecuritycover.Establishacontrolroomawayfromtheday-to-dayrunningofthebusiness.Ensurecomputerequipment,TVandradioareavailable.Practicemakesperfect.Seniormanagementshouldrunthroughasimulationofacrisisincludingdealingwiththemediaunderpressure.Dontforgettotrainsupportstaff.Oftenitwillbecustomerservice,secretarialstaffortelephonistswhowillbethefirsttoreceiveacall.Considerarrangementsforreceivinglargenumbersoftelephonecalls.Telesalescompaniescanofferconsultancyand。
本文标题:危机管理—公共关系【外文翻译】
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