危机管理和预防【英文】

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危机管理计划中英文版CrisisMa

Crisis Management Plan危机管理计划XXX英文XXX酒店Contents目录Introduction 3 前言Part I Definitions 4 第一部分：名词解释What is A Crisis 4 什么是危机What Are The Key Goals? 5 危机处理的主要目的Emergency Response Team (ERT) 5 紧急反应小组The Crisis Management Team (CMT) 5 危机管理委员会Primary Responsibilities of the CMT 7 CMT的主要职责CMT Member Major Assignments 8 CMT成员主要任务Fire Fighting Team (FFT) 12 义务消防队员Responsibility of FFT 12 义务消防队员的职责Part II Crisis Management 13 第二部分：危机管理方案Fire Alarm & Evacuation Procedure 13 火警和疏散方案Armed Robbery 24 持械抢劫Bomb Threats 27 炸弹威胁Power Failure 33 紧急停电Disease Prevention 35 传染病防范Food Contamination 38 食物中毒Guest Death 40客人死亡First Aid 41 急救Civil Disturbance 45 民事骚乱Floods 48 防汛Kidnapping 52 绑架Introduction前言The Crisis Management Plan is designed to provide an organized, efficient response to crisis situations. Such crisis may result in disruption of normal company operational functions or the closing of the hotel. Relocation of guests, patrons and employees may also result.危机管理计划是为了在发生危机的状况下提供有组织、有效率的反应。

安全管理相关英语词汇

安全Safety安全边界Safety limits安全辩证法Safety dialectic安全标志Safety sign安全标准Safety standards安全玻璃Safety glass安全操作规程Safety regulations for operations安全岛Safety strip安全车Security vehicle安全成本Safety cost安全措施Safety measures安全带（飞行器）Safety belts(aircraft)安全带Safety belts安全灯Safety lamps安全等级Safety level安全电气工程Safety electric engineering安全调度（电力系统）Security dispatching(electrical power systems)安全度Degree of safety安全对策Safety countermeasures安全阀Relief valves安全法规Safety laws andregulations安全法学Safety jurisprudence安全防护Safety protection安全防护照明Protective lighting安全风险Safe risk安全工程Safety engineering安全工程技术人员Technical personnel of safety engineering安全工程师Safety engineer安全工作Safety work安全工作体系Safetywork system安全观Safety outlook安全管理Safety management安全管理体系Safety administration system安全规程Safety regulation安全航速Safe ship speed安全极限Safety margins安全计量Safety measurements安全计量学Safety metrology安全技术Safety techniques安全监测Safety monitoring安全监察Safety supervision安全监控Safety supervising安全监控系统Safety monitoring system安全检测与监控技术Safety detection & monitoring-controlling technique安全检查表Safety check lists安全健康产品Health and safety production安全鉴定Safety appraisal安全教育Safety education安全教育学Safety pedagogy安全经济效益Safety cost effectiveness安全经济学Safety economics安全考核Safety check assessment安全科学Safety science安全科学技术Safety technique安全壳（反应堆）Containments(reactors)安全壳系统Containement systems安全可靠性Safety reliability安全控制技术Safety control technology安全控制论Safety cybernetics安全离合器Overload clutches安全立法Safety legislation安全连锁系统Safety interlocking system安全连锁装置Safety interlock device安全联轴器Safety couplings安全伦理学Safety ethics安全美学Safety aesthetics安全模拟与安全仿真学Safety simulation & imitation 安全模式Safety pattern安全培训Safety training安全评价Safety assessment安全气囊Safety gasbag安全墙Safety walls安全人机界面Safetyman-machine interface安全人体工程Safety livelihood engineering work安全人体学Safety livelihood science安全人因工程学Safety human factors engineering安全认证Safety approval andcertification安全三级教育Three degree safety education安全设备Safety equipment安全设备工程Safety equipment engineering work安全设备机电学Safety equipment electro-mechanics 安全设备卫生学Safety equipment hygienic安全设备学Safety guard science安全设计Safety design安全社会工程Safety social engineering work安全社会学Safety sociology安全审核员Safety auditor安全生理学Safety physiology安全生育Safety fertility安全史Safety history安全事故Safe accidents安全事故罪Crime of safety accident安全试验Safety experiment安全疏散Evacuation安全素质Safety disposition安全体系学Science of safety system安全统计学Safety statistics安全头罩Hood安全投入Safety investment安全危害因素Hazardous elements安全唯物论Safety materialism安全委员会Safety committee安全文化Safety culture安全系数Safety factor安全系统Safety sysytem安全系统分析Safety systematic engineering work 安全系统工程Safety systematic engineering work 安全系统学Safety systematology安全线迹缝纫机Safety stitch sewingmachines安全香料Safety flavoring安全销Shear pin安全心理学Safety psychology安全信号Safety signals安全信息Safety information安全信息工程Security in information technology 安全信息论Safety information theory安全行为Safe behavior安全性Nature of safety安全性理论Safety theory安全性约束Safety restrain安全宣传Safety propaganda安全训练Safety training安全烟Safe cigarettes安全仪表Safety instruments安全意识Safety consciousness安全因素Safety elements安全隐患Safety potential安全用电Electric safety安全阀值Safe threshold value安全员Safety personnel安全运筹学Safety operation research安全运输Safety transportation安全栅栏Safety barrier安全炸药Safety explosives安全哲学Safety philosophy安全执法Safety law enforcement安全质量隐患Safety quality potential安全中介组织Intermediary organization of safety 安全装置Safety devices安全自组织Safety self-organizing安全组织Safety organization靶场安全Range safety搬运安全Carrying safety保安矿柱Safety pillars保险丝，熔线Fuse保护装置Protection devices保险机构（引言）Safety and arming devices保险装置Physical protectiondevices报警设备Warning equipment报警系统Warning systems爆破安全Shotfiring safety爆破安全仪表Safety blasting instruments爆破安全工程Explosion safety engineering本质安全Intrinsic safety本质安全电路Intrinsically safety circuit部门安全工程Industrial safety engineering产品安全性能Safety functions充气安全装备Inflatable devices船舶安全Ship safety导弹安全Guided missile safety低压安全阀Low-pressure safety valve地下生保系统Underground life support systems 电力安全Power system safety电气安全Electrical safety电子防盗器Electron theft proofinstrument短路事故Short circuit accidents堆安全研究所Institute for reactor safety反应堆安全Reactor safety反应堆安全保险装置Reactor safety fuses防爆Explosion-proofing防爆试验Explosion-proof tests防尘工程Dust control engineering防毒Anti-toxin防毒工程Industrial poisoningcontrol engineering防高温High tempratureprevention防护设备Safeguard防火Fire safety防火堤Fire bank防冷To be protected fromcold防热Solar heat protection防暑Heat strokeprevention防尾旋系统Anti-spin systems放射性Radioactivity放映安全技术Safety techniques of film projection飞机安全装备Air emergency apparatus飞机防火Aircraft fire protection飞行安全Air safety飞行安全装备Flight safety devices风险评价与失效分析Risk assessment and failure analysis辐射防护Radiation protection辐射分解Radiolysis辐射屏蔽Radiation shielding辐射危害Radiation hazards妇女劳动保护Protection of women labour force高低温防护High and low temperatureprotection高温作业Hotwork个人飞行安全装备Personal flight safety fitting个体保护用品Individual protection articles个体防护装备Personal protection equipments工厂安全Factory safety工程事故Engineering accidents工伤事故Industrial accident工业安全Industrial safety工业防尘Industrial dustsuppression工业防毒Industrial gas defense工业通风Industrial ventilation工业灾害控制Control of industrial disaster工业照明Industrial lighting公共安全Public safety共同安全署（美国）Mutual Security Agency(U.S.)故障保险Fail safe锅炉安全Boiler safety锅炉爆炸事故Boiler explosion accidents锅炉事故Boiler breakdowns国际海上人命安全公约International convention for safety of life at sea 国家安全法National security law过卷保护装置Over winding safety gears航空安全Aviation safety航天安全Aerospace safety航天救生Space security航天器屏蔽Spacecraft shielding航行安全Voyage safety核安全Nuclear safety核安全保障Nuclear safeguard核安全保障规章Nuclear safeguard regulations核防护Nuclear protection厚板焊接式高压容器Thick platewelded high pressure vessels化工安全Chemical engineeringsafety火灾事故Fire accident激光安全Laser safety激光安全标准Laser safety standard激光危害Laserhazard激光眼睛防护Laser eye protection集体安全体系Collective security system计算机安全Computer safety家庭安全Family safety监测保护系统Surveillance protection system降温Falling temperature交通安全教育Traffic safety education交通运输安全Traffic safety结构安全度Structure safety金融安全区Financial safety zone井下安全阀Subsurface safety valve警报Alarm静态安全分析（电力系统安全分析）Electrostatic safety analysis 救护Medical aid救生设备Rescue equipment救生装置Survival devices矿山安全Mine safety矿山安全仪器Coalmine safety apparatus矿业安全配备公司（美国）Mine Safety Appliances Company矿用安全型Mine permissible type劳保服装Safety and industrialcostume劳保条例Labour insuranceregulations劳动安全Labour safety劳动保护Labour protection劳动合同Labour contract劳动条件Labour conditions联合国安全理事会United Ntions Security Council流星防护Meteoroid protection漏风Air leakage旅游安全Tourist safety美国公路安全研究所Highway Safety Research Institute(U.S.)美国国家安全委员会The National Security Council(U.S.)美国劳动部职业安全与卫生局Occupational Safety and Health Administration (Department ofLabor,U.S.A.)美国全国公路交通安全管理局National Highway Traffic Safety Administration逆电晕Corona quenching欧安会（1975）European SecurityConference(1975)欧洲集体安全体系European collective security system欧洲青年安全会议European Youth Security ConferencePDCA循环Plan(计划)、Do(执行)、Check(检查)、Act(行动)匹兹堡采矿安全研究中心Pittsburgh Mining and Safety Research Center (PMSRC)破损安全设计方法Fail-safe designmethods企业安全Enterprise safety起重安全Lifting safety汽轮机事故Steam turbine accidents潜在危险Potential hazards驱进速度Migration velocity全球海上遇险与安全系统Global maritime distress and safety system却水事故Water deficiency emergence (or accident)绕带式高压容器Band wrapped high pressure vessels热暴露Heat exposure热套式高压容器Multiwall high pressure vessels人为失误Man-made faults日美安全条约（1951）Security Treaty betweenthe U.S. and Japan(1951)日美共同合作和安全合约（1960）Treaty of MutualCooperation and Security between the U.S. and Japan伤亡率Rate of casualty伤亡事故Casualty accidents烧毁事故Burn up accidents设备安全Equipment safety设备事故Equipment accident社区安全Community safety渗毒Toxin leaching生产噪声与振动控制Control of occupational noise & vibration生活安全Living safety生态安全Ecological safety失速警告系统Stall-warning systems食品安全Food safety事故Accident事故处理Accident handling事故分析Accident analysis事故类别Accident type事故模型Accident model事故频率Accident frequency事故树分析Accident tree analysis事故损失Accident loss事故统计Accident statistics事故预防Accidentprevention事故致因理论Accident-causing theory适航性Air worthiness适毁性Crashworthiness水雷保险器Mine safety seitchs苏必利尔湖矿山安全委员会Mines Safety Council Lake Superior 太平洋安全银行Security Pacific Bank提升安全装置Lifting safety features天然放射性Natural radioactivity听力保护Hearing protection通风与空调工程Ventilation engineering & air conditioning通信安全Communication safety头部保护Head protection危害公共安全罪Offences againstpublic security危急保安器Emergency protector危险辨识Hazard identific危险等级Danger level危险评估Risk assessment危险性Risk危险源Dangerous source危险源控制Dangerous source control微流星屏蔽Micrometeoroid shielding违章作业Operation against rules未成年工保护Protection of underage employee温度报警器Temperature alarm系统安全分析System safety analysis系统安全工程System safety engineering系统安全性System safety系统安全学System safety science消防工程Fire-fighting engineering消费安全Consumption safety险兆事件Near Miss信息安全Information safety行车安全Driving safety压力容器安全Pressure vessel safety压力释放Pressure relief亚洲集体安全体系Asian collective security system烟温Fume temperature眼部保护Eye protection异常气压防护Protection of anomalous barometric pressure易燃物品Inflammable article应急对策Emergency countermeasures英国矿山安全研究所Safety in Mines Research Establishment有害作业Harmful work再入屏蔽Reentry shielding职业安全卫生Occupational health and safety职业安全卫生标准Occupational health and safety standards职业安全卫生体系Occupational health and safety management system 职业危害Occupational hazard重大危险源Major hazard sources主动安全性Active safety自动保护停机Automatic safety stop作业环境卫生Work environment hygiene座椅背带Seat harness职业安全卫生occupationalsafety and health劳动安全卫生（劳动保护）work safety and health职业安全卫生监察occupational safety and health inspection本质安全intrinsic safety安全认证safety approval and certification职业安全occupational safety安全健康safety health作业operation特殊作业special operation入司entry在职in-service安全safety检查inspect工种worktype岗位Job法规laws and rules体检Health Check过期的Expired整改correct负责人responsible persons到期时间due date变更variance监测measure考核Assessment审批意见comments台帐standing book登高作业high operation动火作业fire operation安全生产标准化work safety standardization安全绩效safety performance策划、实施、检查、改进PDCA循环Plan Do Check Action危险化学品dangerous chemicals安全标志safety signs目标Objective组织机构和职责Organization and Responsibilities安全生产投入Input for Work Safety法律法规与安全管理制度Laws andRegulations and Safety Management System 教育培训ducation and Training生产设备设施Equipment and Facilities作业安全Operation Safety隐患排查与治理Hidden Hazard Investigation andGoverance重大危险源监控Major Hazard InstallationsMonitoring and Controlling职业健康Occupational Health应急救援Emergency Rescue绩效评定和持续改进Performance Evaluation and Continuous Improvement隐患Hidden Hazard隐患整改Hidden rectification危险源Hazard分厂branch车间workshop安全观察safety watch observation事件incident申请人applicant相关方interested parties演练exerise报废Scrap安全生产safety production事故管理accident management安全教育safety instruct消防安全fire control safety化学品安全chemistry safety电气安全electric safety机械安全engine safety压力容器安全pressure vessel safety职业卫生occupational health职业病occupational disease工伤保险Worker’s Compensation环境管理体系environmental management system职业安全与健康条例Occupational Safety and Health Act安全生产规程product safety program安全法规safety code环境法规condition code健康法规health code职业安全健康occupational health and safety(OHS)女职工劳动保护labor protection of female employee未成年工劳动保护laborprotection of underage employee 职业病occupational diseases职业禁忌症occupationalcontraindication事故accidents重大事故(恶性事故)tremendousaccidents职工伤亡事故injured and fatal accident ofstaffer急性中毒acute poisoning未遂事故（准事故）nearaccidents事故隐患accident potential不安全行为unsafe behavior违章指挥command against rules违章操作operation agaiinst rules工作条件（劳动条件）workingconditions工作环境（劳动环境）workingenvironment工作场所（劳动场所）wrkplace劳动强度intensity of work特种设备special equipment特种作业special work特种工种particular wording posts特种劳动防护用品specialpersonal protective devices有害物质harmful substances有毒物质toxic substances危险因素hazardous factors有害因素harmful factors有尘作业dusty work有毒作业toxic work防护措施protection measures个人防护用品personal protective devices事故原理accident theory事故预防accident prevention事故现场accident scene工作环境适应性acclimatization管理控制administrative controls资源忽略事故contributory negligence可控环境controlled environment故障模式及影响分析failuremode and effects analysis固定保护装置fixed guards保险丝fuses危险装备harmful equipment危险与操作检查hazard and operability review中暑heatstroke工伤事故industrial place accidents工伤赔偿协商agreement settlement工业安全工程师industrial safety engineer。

危机管理英文

8,725 of magazines 2,058 of TV channels / 360 TV
stations 2,094 of newspapers 1,933 of radio channels / 360 radio
stations 595,550 Websites – internet plays an
Understand media nature and their subjects
Understand / respect media needs (e.g. deadline)
Ease them access to necessary company resources
On top of that, co-operation!
6
Principles of working with media
M ic h e lin
P e rfo rm a n ce
and
R e s p o n s ib ility
A p p ro a ch
7
Principles of working with media
10
What Can Media Do for Us?
Educate target groups Create excitement and creditability Win attention Build customer relationship Call an action
11
What Shall We Do for Media?
9
What Can Media Do for Us? Help us to reach different stakeholders –

Crisismanagement危机管理[1]

Antecedent conditions
PPT文档演模板
Intrinsic crisis
Perceived crisis
Immature crisis response
Mature crisis management
Review and Feedback
Crisismanagement危机管理[1]
Crisismanagement危机管理[1]
Crisis Management Model
Crisis Management Planning
Antecedent conditions
Technical Intelligence
Intrinsic crisis
Perceived crisis
Crisisprepared culture
Crisis-prepared or crisis-prone?
PPT文档演模板
Crisismanagement危机管理[1]
Perceived crisis:
➢As seen by all individuals from particular viewpoints
Intrinsic crisis:
manage
PPT文档演模板
Crisismanagement危机管理[1]
Purpose of crisis management:
➢ Prevention ➢ Survival ➢ Successful
outcomes
PPT文档演模板
Crisismanagement危机管理[1]
Successful outcomes:
Ø Uncertainty/ambiguity ØUrgency of response ØStrategic effects of decisions

毕业论文文献外文翻译----危机管理：预防,诊断和干预文献翻译-中英文文献对照翻译

第1页共19页中文3572字毕业论文（设计）外文翻译标题：危机管理-预防，诊断和干预一、外文原文标题：标题：Crisis management: prevention, diagnosis and Crisis management: prevention, diagnosis andintervention 原文：原文：The Thepremise of this paper is that crises can be managed much more effectively if the company prepares for them. Therefore, the paper shall review some recent crises, theway they were dealt with, and what can be learned from them. Later, we shall deal with the anatomy of a crisis by looking at some symptoms, and lastly discuss the stages of a crisis andrecommend methods for prevention and intervention. Crisis acknowledgmentAlthough many business leaders will acknowledge thatcrises are a given for virtually every business firm, many of these firms do not take productive steps to address crisis situations. As one survey of Chief Executive officers of Fortune 500 companies discovered, 85 percent said that a crisisin business is inevitable, but only 50 percent of these had taken any productive action in preparing a crisis plan(Augustine, 1995). Companies generally go to great lengths to plan their financial growth and success. But when it comes to crisis management, they often fail to think and prepare for those eventualities that may lead to a company’s total failure.Safety violations, plants in need of repairs, union contracts, management succession, and choosing a brand name, etc. can become crises for which many companies fail to be prepared untilit is too late.The tendency, in general, is to look at the company as a perpetual entity that requires plans for growth. Ignoring the probabilities of disaster is not going to eliminate or delay their occurrences. Strategic planning without inclusion ofcrisis management is like sustaining life without guaranteeinglife. One reason so many companies fail to take steps to proactively plan for crisis events, is that they fail to acknowledge the possibility of a disaster occurring. Like an ostrich with its head in the sand, they simply choose to ignorethe situation, with the hope that by not talking about it, it will not come to pass. Hal Walker, a management consultant, points out “that decisions will be more rational and better received, and the crisis will be of shorter duration, forcompanies who prepare a proactive crisis plan” (Maynard, 1993) .It is said that “there are two kinds of crises: those that thatyou manage, and those that manage you” (Augustine, 1995). Proactive planning helps managers to control and resolve a crisis. Ignoring the possibility of a crisis, on the other hand,could lead to the crisis taking a life of its own. In 1979, theThree-Mile Island nuclear power plant experienced a crisis whenwarning signals indicated nuclear reactors were at risk of a meltdown. The system was equipped with a hundred or more different alarms and they all went off. But for those who shouldhave taken the necessary steps to resolve the situation, therewere no planned instructions as to what should be done first. Hence, the crisis was not acknowledged in the beginning and itbecame a chronic event.In June 1997, Nike faced a crisis for which they had no existi existing frame of reference. A new design on the company’s ng frame of reference. A new design on the company’s Summer Hoop line of basketball shoes - with the word air writtenin flaming letters - had sparked a protest by Muslims, who complained the logo resembled the Arabic word for Allah, or God.The council of American-Islamic Relations threatened aa globalNike boycott. Nike apologized, recalled 38,000 pairs of shoes,and discontinued the line (Brindley, 1997). To create the brand,Nike had spent a considerable amount of time and money, but hadnever put together a general framework or policy to deal with such controversies. To their dismay, and financial loss, Nike officials had no choice but to react to the crisis. This incident has definitely signaled to the company that spending a little more time would have prevented the crisis. Nonetheless,it has taught the company a lesson in strategic crisis management planning.In a business organization, symptoms or signals can alert the strategic planners or executives of an eminent crisis. Slipping market share, losing strategic synergy anddiminishing productivity per man hour, as well as trends, issues and developments in the socio-economic, political and competitive environments, can signal crises, the effects of which can be very detrimental. After all, business failures and bankruptcies are not intended. They do not usually happen overnight. They occur more because of the lack of attention to symptoms than any other factor.Stages of a crisisMost crises do not occur suddenly. The signals can usuallybe picked up and the symptoms checked as they emerge. A company determined to address these issues realizes that the real challenge is not just to recognize crises, but to recognize themin a timely fashion (Darling et al., 1996). A crisis can consistof four different and distinct stages (Fink, 1986). The phasesare: prodromal crisis stage, acute crisis stage, chronic crisisstage and crisis resolution stage.Modern organizations are often called “organic” due tothe fact that they are not immune from the elements of their surrounding environments. Very much like a living organism, organizations can be affected by environmental factors both positively and negatively. But today’s successfulorganizations are characterized by the ability to adapt by recognizing important environmental factors, analyzing them, evaluating the impacts and reacting to them. The art of strategic planning (as it relates to crisis management)involves all of the above activities. The right strategy, in general, provides for preventive measures, and treatment or resolution efforts both proactively and reactively. It wouldbe quite appropriate to examine the first three stages of acrisis before taking up the treatment, resolution or intervention stage.Prodromal crisis stageIn the field of medicine, a prodrome is a symptom of the onset of a disease. It gives a warning signal. In business organizations, the warning lights are always blinking. No matter how successful the organization, a number of issues andtrends may concern the business if proper and timely attentionis paid to them. For example, in 1995, Baring Bank, a UK financial institution which had been in existence since 1763,ample opportunitysuddenly and unexpectedly failed. There wasfor the bank to catch the signals that something bad was on thehorizon, but the company’s efforts to detect that were thwarted by an internal structure that allowed a single employee both to conduct and to oversee his own investment trades, and the breakdown of management oversight and internalcontrol systems (Mitroff et al., 1996). Likewise, looking in retrospect, McDonald’s fast food chain was given the prodromalsymptoms before the elderly lady sued them for the spilling ofa very hot cup of coffee on her lap - an event that resulted in a substantial financial loss and tarnished image of thecompany. Numerous consumers had complained about thetemperature of the coffee. The warning light was on, but the company did not pay attention. It would have been much simplerto pick up the signal, or to check the symptom, than facing the consequences.In another case, Jack in the Box, a fast food chain, had several customers suffer intestinal distress after eating at their restaurants. The prodromal symptom was there, but the company took evasive action. Their initial approach was to lookaround for someone to blame. The lack of attention, the evasiveness and the carelessness angered all the constituent groups, including their customers. The unfortunate deaths thatptoms,occurred as a result of the company’s ignoring thesymand the financial losses that followed, caused the company to realize that it would have been easier to manage the crisis directly in the prodromal stage rather than trying to shift theblame.Acute crisis stageA prodromal stage may be oblique and hard to detect. The examples given above, are obvious prodromal, but no action wasWebster’s New Collegiate Dictionary, an acute stage occursacutewhen a symptom “demands urgent attention.” Whether the acutesymptom emerges suddenly or is a transformation of a prodromalstage, an immediate action is required. Diverting funds and other resources to this emerging situation may cause disequilibrium and disturbance in the whole system. It is onlythose organizations that have already prepared a framework forthese crises that can sustain their normal operations. For example, the US public roads and bridges have for a long time reflected a prodromal stage of crisis awareness by showing cracks and occasionally a collapse. It is perhaps in light of the obsessive decision to balance the Federal budget that reacting to the problem has been delayed and ignored. This situation has entered an acute stage and at the time of this writing, it was reported that a bridge in Maryland had just collapsed.The reason why prodromes are so important to catch is thatit is much easier to manage a crisis in this stage. In the caseof most crises, it is much easier and more reliable to take careof the problem before it becomes acute, before it erupts and causes possible complications (Darling et al., 1996). In andamage. However, the losses are incurred. Intel, the largest producer of computer chips in the USA, had to pay an expensiveprice for initially refusing to recall computer chips that proved unreliable o n on certain calculations. The f irmfirm attempted to play the issue down and later learned its lesson. At an acutestage, when accusations were made that the Pentium Chips were not as fast as they claimed, Intel quickly admitted the problem,apologized for it, and set about fixing it (Mitroff et al., 1996). Chronic crisis stageDuring this stage, the symptoms are quite evident and always present. I t isIt is a period of “make or break.” Being the third stage, chronic problems may prompt the company’s management to once and for all do something about the situation. It may be the beginning of recovery for some firms, and a deathknell for others. For example, the Chrysler Corporation was only marginallysuccessful throughout the 1970s. It was not, however, until the company was nearly bankrupt that amanagement shake-out occurred. The drawback at the chronic stage is that, like in a human patient, the company may get used to “quick fixes” and “band “band--aid”approaches. After all, the ailment, the problem and the crisis have become an integral partoverwhelmed by prodromal and acute problems that no time or attention is paid to the chronic problems, or the managers perceive the situation to be tolerable, thus putting the crisison a back burner.Crisis resolutionCrises could be detected at various stages of their development. Since the existing symptoms may be related todifferent problems or crises, there is a great possibility thatthey may be misinterpreted. Therefore, the people in charge maybelieve they have resolved the problem. However, in practicethe symptom is often neglected. In such situations, the symptomwill offer another chance for resolution when it becomes acute,thereby demanding urgent care. Studies indicate that today anincreasing number of companies are issue-oriented and searchfor symptoms. Nevertheless, the lack of experience in resolvinga situation and/or inappropriate handling of a crisis can leadto a chronic stage. Of course, there is this last opportunityto resolve the crisis at the chronic stage. No attempt to resolve the crisis, or improper resolution, can lead to grim consequences that will ultimately plague the organization or even destroy it.It must be noted that an unsolved crisis may not destroy the company. But, its weakening effects can ripple through the organization and create a host of other complications.Preventive effortsThe heart of the resolution of a crisis is in the preventiveefforts the company has initiated. This step, similar to a humanbody, is actually the least expensive, but quite often the mostoverlooked. Preventive measures deal with sensing potential problems (Gonzales-Herrero and Pratt, 1995). Major internalfunctions of a company such as finance, production, procurement, operations, marketing and human resources are sensitive to thesocio-economic, political-legal, competitive, technological, demographic, global and ethical factors of the external environment. What is imminently more sensible and much more manageable, is to identify the processes necessary forassessing and dealing with future crises as they arise (Jacksonand Schantz, 1993). At the core of this process are appropriate information systems, planning procedures, anddecision-making techniques. A soundly-based information system will scan the environment, gather appropriate data, interpret this data into opportunities and challenges, and provide a concretefoundation for strategies that could function as much to avoid crises as to intervene and resolve them.Preventive efforts, as stated before, require preparations before any crisis symptoms set in. Generally strategic forecasting, contingency planning, issues analysis, and scenario analysis help to provide a framework that could be used in avoiding and encountering crises.出处：出处：Toby TobyJ. Kash and John R. Darling . Crisis management: prevention, diagnosis 179-186二、翻译文章标题：危机管理：预防，诊断和干预译文：本文的前提是，如果该公司做好准备得话，危机可以更有效地进行管理。

危机管理〈英文版〉

危机管理〈英文版〉Crisis ManagementCrisis management is a process that aims to prevent or mitigate the damage caused by a crisis and restore normal operations as quickly as possible. It involves various strategies and techniques that help organizations identify, analyze, and respond to crises effectively. In this article, we will explore the importance of crisis management and discuss its key components.Firstly, crisis management is essential because it helps organizations minimize the negative impact of crises on their reputation, financial stability, and overall performance. A well-executed crisis management plan can prevent further escalation of the crisis, reassure stakeholders, and maintain public trust. By addressing the crisis in a timely and efficient manner, organizations can potentially turn a crisis into an opportunity for growth and improvement.Effective crisis management requires a systematic approach that involves the following key components:1. Risk Assessment: Organizations need to identify and evaluate potential risks that may lead to a crisis. This involves analyzing internal and external factors that could impact the organization's operations, such as technological failures, natural disasters, or public relations issues. By understanding the potential risks, organizations can develop strategies to prevent or mitigate their impact.2. Crisis Planning: Developing a comprehensive crisis management plan is crucial for organizations to respond effectively during a crisis. This plan should include clear procedures, roles, and responsibilities for crisis response teams. It should also outline communication strategies, including internal and external communication channels, to keep stakeholders informed and updated. Regular training and simulation exercises are also essential to ensure preparedness and improve response capabilities.3. Crisis Response: When a crisis occurs, organizations need to respond promptly and decisively. This involves activating the crisis management plan, gathering necessary information, and assessing the situation accurately. Effective crisis response requires coordination and collaboration among different departments and stakeholders. It also involves making tough decisions and allocating resources to resolve the crisis.4. Communication: Communication is a critical aspect of crisis management. Organizations need to communicate transparently and effectively with internal and external stakeholders. This includes providing timely and accurate information about the crisis, sharing updates on response efforts, and addressing concerns and questions from stakeholders. Open and honest communication helps maintain trust and credibility during a crisis.5. Recovery and Learning: Once the crisis is under control, organizations need to focus on recovery and learning from the experience. This involves assessing the impact of the crisis, repairing any damages, and implementing measures to prevent similar crises in the future. It is also important to conduct athorough post-crisis analysis to identify areas for improvement and update the crisis management plan accordingly.In conclusion, crisis management is a vital process that organizations must undertake to protect their interests and reputation during times of crisis. By proactively identifying risks, planning effectively, responding promptly, communicating transparently, and learning from crises, organizations can effectively manage crises and emerge stronger. A well-executed crisis management plan instills confidence, maintains stakeholder trust, and positions organizations to thrive even in the face of adversity.Sure! Here are some additional points to consider when discussing crisis management:6. Stakeholder Engagement: Crisis management is not just about responding to the crisis but also about engaging with stakeholders throughout the process. Organizations need to identify key stakeholders and tailor their communication strategies to their specific needs. This may include regular updates, providing resources and support, addressing concerns and grievances, and seeking input and feedback. By involving stakeholders in the crisis management process, organizations can foster a sense of ownership and collaboration, which helps build stronger relationships and enhances their reputation.7. Legal and Regulatory Compliance: During a crisis, organizations must ensure that their actions are compliant with relevant laws and regulations. This includes understanding their legal obligations, reporting requirements, and potential liabilities. Organizations should also consider the impact of the crisis on theircontractual obligations and take appropriate steps to fulfill them. Working closely with legal counsel can help organizations navigate the legal and regulatory landscape and mitigate any legal or compliance risks.8. Media Relations: The media plays a crucial role in shaping public perception during a crisis. Organizations need to proactively engage with the media and provide accurate and timely information. This includes crafting key messages, preparing spokespeople, and establishing media protocols. Building and maintaining positive relationships with journalists and media outlets can help organizations effectively manage the flow of information and ensure the accurate portrayal of their response efforts.9. Emotional Support and Well-being: Crises can have a significant emotional impact on individuals within the organization and the broader community. Organizations should prioritize the well-being of their employees, customers, and other stakeholders. This may involve providing access to counseling services, creating safe spaces for open dialogue, and offering support programs. By addressing the emotional needs of those affected by the crisis, organizations can foster resilience and promote a sense of unity and solidarity.10. Continuous Improvement: Crisis management is not a one-time event but a continuous process of learning and improvement. Organizations should conduct thorough reviews and evaluations of their crisis response efforts to identify areas for improvement. This may involve analyzing the effectiveness of communicationstrategies, assessing the adequacy and functionality of crisis management plans, and identifying any gaps or weaknesses in the organization's crisis response capabilities. By continuously evolving and adapting their crisis management practices, organizations can enhance their preparedness and response capabilities.11. External Partnerships: Organizations can benefit from building partnerships with external entities that specialize in crisis management. This may include agencies, consultants, or experts in specific fields, such as cybersecurity or public relations. By leveraging their expertise and experience, organizations can enhance their crisis management capabilities and ensure a more robust response to crises. Establishing these partnerships in advance can help organizations access the necessary resources and support more efficiently during a crisis.12. Cultural Considerations: Crisis management strategies may vary across different cultures and regions. Organizations operating in multiple locations or diverse communities should consider cultural nuances and tailor their crisis management plans accordingly. This includes understanding cultural norms, communication styles, and preferences for engagement. By considering cultural sensitivities, organizations can ensure that their crisis management efforts are well-received and effective in different contexts.In summary, effective crisis management involves a comprehensive and proactive approach. Organizations must engage in risk assessment, plan and prepare for crises, respondpromptly and transparently, communicate effectively, focus on recovery and learning, and continuously improve their crisis management capabilities. By adopting a holistic and strategic approach to crisis management, organizations can mitigate the negative impacts of crises, protect their reputation, and emerge stronger from challenging situations.。

crisis management 危机管理

An evaluation of Carrefour’s responding to a credit crisisWith the high economic development, there are increasingly changeable circumstances, as well as crises, to corporations. Carrefour, which is a retail giant in the world, also faced to a credit crisis in Chinese market in 2011. This article will focus on this crisis and evaluate Carrefour’s responding to it.In January, 2011, a customer found that a store of Carrefour in Anhui Province, deluded shoppers by the misleading price labels, which labeled lower price than the money really paid by the customers. This event was reported by the mainstream media and then caused an investigation from China National Development and Reform Commission (NDRC). After that, 11 stores of Carrefour China were accused of overcharging customers and each of them was fined by the Chinese government (Cai & Wang, 2011).Carrefour did something positive in responding to the crisis. It was recommended by Ashcroft in 1997 that apologizing appropriately is one of the essential rules in crisis management. In this case, the company immediately held a news conference to show a sincere apology to the public after its 11 stores were reported having overcharged customers by NDRC (Cai & Wang, 2011). Carrefour showed a response to the emergency in time, which eased the tensions among customers. Additionally, among the process of dealing with the crisis, Carrefour wrote 3 official announcements to the public, including an open letter written by Eric Legros who was the president of Carrefour China (Yang, 2011). This letter written by the president showed that the senior level concentrated on this crisis and felt guilty about the mistakes (Parsons 1996). These timely and sincere official apologies could appease angers of customers to a certain extent.Another merit in Carrefour’s responds was that the company utilized all available media to spread their announcements to the public. There were considerablecompanies out of control when facing to the media, because media always published negative information about the company to the public if the company did not respond to the crisis (Ashcroft 1997). Therefore, it is vital for a corporation to cooperate with media. In this case, Carrefour kept a close connection with the mainstream media and let the public witness every action they took in correcting the mistake, which reduced the chance of writing negative part by the media. Also, keeping close contact with media could spread the information to a wide coverage of customers in a short time.Moreover, Carrefour also took some measures to benefit buyers, which showed a responsible attitude. After Carrefour was blacklisted by Chinese authorities because of overcharging, it promised to give a compensation that equaled to 5 times overcharge part to the buyers (Wang, 2011). The compensation to the overcharged customers was a substantial comfort, and it was also a strong evidence to prove its sincere attitude. Additionally, Carrefour experimentally established a price center, which aimed at monitoring prices and encouraged customers to be a supervisor of this center (Yang, 2011). These actions offered the material benefits to the customers and showed Carrefour’s sincerity in avoiding overcharged buyers in the future, which brought a great comfort to the customers.However, there are also some aspects that were unsatisfied in dealing with the crisis. Firstly, although the company apologized to the public and promised to mend errors, it was found not efficiently corrected the mistakes. In February, 2011, a shopper conflicted with guards after he found himself was overcharged (Straits Times Indonesia, 2011). After that, a spokesman of Carrefour Stores said it was not Carrefour’s fault but because some customers exchanged the tags (CNTV, 2011). In crisis management, it is vital to notice that controlling the crisis development and avoiding other facts become a new headline are crucial in a successful crisis handling, as well as do not blame others (Ashcroft 1997). This time, Carrefour’s spokesman blamed the customers and showed their lowefficiency on strengthen the price monitoring, which surly left a negative image in customers’ minds. Secondly, although the presi dent of Carrefour China wrote an apology letter to the public, the letter was written in English. The crisis happened in Chinese market and the target customers were mainly Chinese. It was obvious that there were only a few of Chinese could understand the letter, so the English written apology letter could have little impact on Chinese customers and might build a gap between Carrefour and the customers. Thirdly, Carrefour did not respond to the media at the beginning of the crisis. After the crisis occurred, the media tried to connect with Carrefour’s spokesman but it could not be connected (Bloomberg, 2011). In 1997, Ashcroft pointed out that it was important to maintain all phone lines smooth during a crisis, because in this way, the company could offer the information to the media and handle the emergencies in time.To conclude, Carrefour had a good performance when facing to the crisis. Although Carrefour's expansion speed had slowed down in 2011, the full year sale during the year still slightly increased in Chinese market (Carrefour, 2012). However, there are still some unsatisfied reactions. To make some improvements, here are several recommendations. Firstly, Carrefour had better prepare a crisis plan before it really happened, and imply it experimentally (Parsons, 1996). In this crisis, the media cannot connect with the spokesman of Carrefour when the crisis erupted. Therefore, there should be a group of people who are appointed to respond to the crisis in the plan, which could ensure the phone line can be connected in time. Additionally, the plan should also include some efficient measures in avoiding making mistakes again. Moreover, Carrefour should notice that when they want to communicate with Chinese customers, the language should better be Chinese. In this crisis, if the open letter from the president of Carrefour China could be translated into Chinese, the customer's angers might appease earlier.Word count 976ReferencesAshcroft, L.S. (1997) Crisis management-public relations. Journal of Managerial Psychology Vol.12 No.5,1997, pp.325-332Bloomberg (2011) China fines Wal-Mart, Carrefour for misleading prices [Online]. Available from: /news/2011-01-26/carrefour-wal-mart-china-to-be-fined-for-misleading-pricing.html (Accessed at 30 April 2011) Carrefour (2012) 2011 Sales [Online].Available from:/cdc/finance/sales-and-results/our-sales/2011-sales-folder/2011-full-year-sales.html (Accessed at 30 April 2011)CNTV (2011) Carrefour cheating on price again [Online].Available from:/video/2011-01/31/content_21851832.htm (Accessed at 30 April 2011)Cai & Wang (2011) Carrefour apologizes for overcharging [Online]. Available from: /usa/business/2011-01/27/content_11929036.htm (Accessed at 30 April 2011)Parsons, W. (1996) Crisis management. Career Development International. 1/5, 1996, pp.26-28Straits Times Indonesia (2011) Carrefour Faces Tough Times in China [Online]. Available from: /business/carrefour-faces-tough-times-in-china/422439 (Accessed at 30 April 2011)Wang, G. (2011) Carrefour China promises refunds for deceptive pricing a "long-term policy"[Online]. Available from:/english2010/china/2011-01/29/c_13712762.htm(Accessed at 30 April 2011)Yang, J. (2011) Carrefour strengthens price monitoring to restore image [Online]. Available from: /20110310/101224.shtml(Accessed at 30 April 2011)。

Crisis_management危机管理

manage
Purpose of crisis management:
Prevention Survival Successful
outcomes
Successful outcomes:
Positive balance of success/failure
Incident Success outcomes Failure outcomes
Existing conditions:
Crisis-prepared or crisis-prone?
Perceived crisis:
As seen by all individuals from particular viewpoints
Intrinsic crisis:
Total situation as seen by neutral observer with all the facts
professionals Pharmacists Academics
The public Patients Consumer and
lobby groups Lawyers The media ?
The first goal of crisis management is prevention
- Long term costs were transferred to public - Delays in implementing clean-up leading to loss of wildlife. - Image management failed to fully recover the Company’s reputation in wider community

公司危机公关与危机管理(英文版)

公司危机公关与危机管理(英文版)Title: Crisis Public Relations and Crisis Management in CompaniesIntroduction:In today's fast-paced business environment, companies are constantly exposed to various risks and potential crises. These crises can range from product recalls and financial scandals to natural disasters and cyber-attacks. It is crucial for companies to have effective crisis public relations and crisis management strategies in place to mitigate the damage and protect their reputation.Definition of Crisis Public Relations:Crisis public relations is the strategic communication process employed by companies to manage and control the flow of information during a crisis. Its primary goal is to protect and restore the company's reputation and maintain stakeholders' trust. Definition of Crisis Management:Crisis management refers to the overall process and steps taken by a company to handle and recover from a crisis effectively. It involves identifying potential crises, establishing crisis management teams, developing crisis response plans, and implementing them when crises occur.Importance of Crisis Public Relations and Crisis Management: 1. Protecting Reputation: The reputation of a company is its most valuable asset. Effective crisis public relations and management minimize the negative impact on the company's reputation andenhance stakeholders' trust and confidence.2. Maintaining Stakeholder Relationships: During a crisis, communication with stakeholders becomes critical. Transparent and timely communication helps maintain these relationships and minimize confusion and speculation.3. Reducing Financial Losses: Crises can lead to severe financial losses for companies. By having a well-planned crisis management strategy in place, companies can minimize financial damages and recover more swiftly.Strategies for Crisis Public Relations and Crisis Management:1. Proactive Approach: Companies should be proactive and anticipate potential crises. This involves identifying risks, conducting regular risk assessments, and developing plans to address the identified risks.2. Crisis Response Team: Establishing a crisis response team is essential, comprising individuals from different departments who possess knowledge and experience in crisis management. This team should be well-trained and capable of coordinating responses in a crisis situation.3. Communication Plan: Developing a comprehensive communication plan ensures that consistent and accurate messages are delivered to stakeholders during a crisis. This plan should include designated spokespersons, channels of communication, and predefined messages.4. Transparency and Timeliness: Companies should strive for transparency and provide timely updates to stakeholders throughout the crisis. By being open and honest, companies can build trust and credibility, even during challenging times.5. Media Responses: Managing media inquiries and responses is vital during a crisis. Companies should have media-trained spokespersons who can effectively communicate the company's position and handle potentially hostile or challenging questions.6. Learning from Crises: After a crisis, it is important for companies to review and evaluate their crisis response strategies. This assessment will help identify areas of improvement to be better prepared for future crises.Conclusion:Crisis public relations and crisis management play a crucial role in ensuring that companies navigate through crises successfully, protect their reputation, and mitigate potential damages. By adopting proactive measures and effectively communicating with stakeholders, companies can minimize the negative impact of crises and recover more swiftly.Crisis Public Relations and Crisis Management in Companies (Continued)Types of Crises:1. Natural Crises: Natural disasters such as earthquakes, floods, and hurricanes can have a significant impact on companies. Crisis public relations and management involve preparing for such eventsby developing contingency plans, ensuring employee safety, and addressing the needs of affected stakeholders.2. Product and Service Issues: Product recalls, quality issues, or service disruptions can quickly turn into crises if not handled properly. Companies should have clear protocols in place for addressing such issues, including communication strategies to keep customers informed and mitigate potential reputational damage.3. Financial Crises: Financial scandals, bankruptcy, or significant losses can severely impact a company's reputation and financial stability. Crisis public relations and management involve addressing these crises head-on, being transparent about the situation, and implementing strategies to rebuild stakeholders' trust.4. Reputation Crises: Reputation crises can arise from various factors, including negative media coverage, employee misconduct, or social media backlash. Crisis public relations and management aim to address these crises swiftly and effectively, working to repair the company's image and rebuild trust among stakeholders.5. Cybersecurity Breaches: With the increasing reliance on technology, cybersecurity breaches can expose confidential information, disrupt operations, and damage a company's reputation. Crisis public relations and management focus on minimizing the impact of the breach, promptly addressing the issue, and implementing measures to prevent further breaches.Case Study: Boeing's Crisis Management During the 737 Max CrisisThe Boeing Company faced a major crisis following two fatal crashes involving its 737 Max aircraft. The crisis rocked the aviation industry and severely damaged Boeing's reputation. However, the company's crisis management response provides valuable lessons in effective crisis public relations.1. Transparency and Responsibility: Boeing took immediate responsibility for the crashes and acknowledged the flaws in its aircraft's design and safety systems. The company released regular updates, provided detailed information about the issues, and committed to improving the safety of its aircraft.2. Stakeholder Communication: Boeing maintained constant communication with stakeholders, including airlines, regulators, and the public. It addressed concerns promptly and provided regular updates on the progress made in fixing the issues. The company also engaged with families of the crash victims, demonstrating empathy and a commitment to learn from the tragedy.3. Regulatory Collaboration: Boeing worked closely with regulatory bodies, including the Federal Aviation Administration (FAA), to address the concerns and implement necessary changes to the aircraft's design and safety systems. This collaborative approach helped rebuild trust and confidence in Boeing and its products.4. Leadership and Accountability: Boeing's top leadership took responsibility for the crisis, with the CEO making public apologiesand commitments to rectify the issues. The company also initiated leadership changes, including the replacement of key executives, to drive a cultural shift towards prioritizing safety.5. Learning and Improvement: Boeing launched a thorough review of its processes and procedures, aiming to identify and address any systemic issues. The company also implemented significant changes in its corporate culture, emphasizing safety, transparency, and accountability.Lessons Learned:The Boeing crisis highlights several crucial lessons for crisis public relations and management:1. Transparency and openness are essential in maintaining stakeholder trust during a crisis.2. Collaborating with regulators and relevant authorities can help navigate through difficult times.3. Taking responsibility and demonstrating leadership during a crisis are crucial for rebuilding reputation.4. Learning from the crisis and implementing necessary changes are vital to preventing future crises.Conclusion:Crisis public relations and crisis management are critical components of effective risk management for companies. By adopting proactive measures and implementing comprehensive strategies, companies can successfully navigate through crises,protect their reputation, and rebuild trust among stakeholders. The lessons learned from real-world cases, such as the Boeing crisis, provide valuable insights into effective crisis response and management. Companies must be prepared, agile, and transparent in their communication efforts to effectively address crises and minimize potential losses.。

Crisis_management危机管理-精品课件

EXXON VALDEZ
- Financial losses were bearable - Costs relating to clean-up were less than pre-emptive costs - Image management recovered the Company’s reputation in business community
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10、阅读一切好书如同和过去最杰出的人谈话。10 :15:5 510:1 5:5510 :156/ 3/202 1 10:15:55 AM
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11、一个好的教师，是一个懂得心理学和教育学的人。21 .6.31 0:15:5 510:1 5Jun- 213-Ju n-21
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12、要记住，你不仅是教课的教师，也是学生的教育者，生活的导师和道德的引路人。10:1 5:551 0:15: 5510:1 5Thursday, June 03, 2021
天才只意味着终身不懈的努力。21.5.265.26.202108:3008:30:57May-2108:30
➢ 2、Our destiny offers not only the cup of despair, but the chalice of opportunity. (Richard Nixon, American President )命运给予我们的不是失望之酒，而是机会之杯。二〇二一年五月二十六日2021年5月26 日星期三
Instant and irrational (denial/shock/panic)
Mature crisis management:
➢Grasp of intrinsic crisis ➢Implementation of plans and

危机管理和预防措施

危机管理和预防措施危机是指突发性、不可预测的事件，它往往会给企业、组织和个人带来重大的损失和影响。

危机管理和预防措施的重要性不言而喻，尤其在当今复杂的商业环境下，危机随时可能降临，如果没有科学、有效的危机管理和预防措施，企业、组织和个人都将面临严峻的挑战。

一、危机管理的基本概念危机管理是指针对突发事件的预防、应对和恢复工作的一系列组织和管理活动。

危机管理的基本要素包括危机预警、危机应对和危机恢复。

危机预警指提前发现危机的征兆和迹象，从而采取有效措施进行预防。

危机应对包括积极应对和控制危机的扩散，消除危机，最大限度地减少损失。

危机恢复是指在危机消除后，通过各种手段恢复受损的财物、服务、秩序和信誉，以最大限度地保护受损方的权益。

二、危机预防措施1.完善风险评估机制企业和组织应根据实际情况建立完善的风险评估机制，定期对潜在的危机进行评估和预测。

通过科学的风险评估，企业和组织可以更好地把握潜在危机的演变趋势，及时采取措施，并准确判断危机的影响和后果。

2.加强管理和监管企业和组织应不断加强自身的管理和监管，建立健全的制度和规章，完善内部管理机制，同时也要加强对外部环境的监控和应对能力。

这样可以提高企业组织对危机的防范能力，减少损失。

3.加强危机应对演练企业和组织应定期开展危机应对演练，提高应对能力和应急反应能力。

在演练中，企业和组织可以发现和解决漏洞和问题，并逐步完善危机应对方案和机制。

4.加强员工培训和教育企业和组织应加强员工的全员参与和危机应对培训，提高员工的危机意识和应对能力。

同时，还应落实员工安全教育和安全意识，提高企业组织的整体安全水平。

三、危机应对措施1.第一时间掌握信息突发事件发生后，企业或组织应第一时间掌握事件的事实情况和背景，了解人员伤亡情况，随时掌握事件的发展趋势。

2.妥善安排危机团队和应急预案企业及组织应在危机发生前，建立健全危机管理团队和应急预案，一旦危机发生，第一时间启动危机管理团队和应急预案，组织专业人员进行危机的应对和处置。

纠正和预防措施英文范文

纠正和预防措施英文范文Here are some examples of corrective and preventive measures written in informal and conversational English:1. Spotting a Mistake and Fixing It.When I noticed that error in the report, I had to jump right in and correct it. No time to waste! I double-checked the data, made the necessary changes, and then verified everything again to ensure it was accurate. I know, it's a pain, but it's gotta be done.2. Preventing a Recurring Issue.To prevent this issue from happening again, we're going to set up a regular check-in system. Everyone will be assigned a task to review their part of the project every week and flag any potential problems. That way, we can catch things early and avoid bigger headaches later.3. Taking Action to Improve.I realized that our team communication wasn't as effective as it should be, so I suggested we have a weekly team meeting. It's a simple but effective way to keep everyone on the same page and address any issues that might arise. Plus, it's a great opportunity for everyone to share their ideas and collaborate.4. Identifying the Root Cause.To really understand why that problem occurred, we need to dig deeper. I'm going to.。

危机管理6C理念

危机管理6C理念危机管理的6C理念是指：Comprehension（了解）、Crisis response（危机响应）、Control（控制）、Communication（沟通）、Cooperation（合作）和Continuity（持续性）。

这一理念是在2004年由国际危机管理协会（International Association of Crisis Managers）提出的，旨在帮助组织有效地管理和应对危机。

第一C - 了解（Comprehension）了解是危机管理的起点。

在危机爆发之前，组织应该对其所处的环境进行全面的分析，并确定潜在的危机因素。

这包括对外部环境、竞争对手、市场需求、政府政策等的了解。

此外，组织还应该对内部运营进行评估，发现可能存在的隐患或风险。

第二C - 危机响应（Crisis response）当危机发生时，组织需要快速作出反应。

危机响应是指组织迅速制定并实施应对措施，以尽量减少危机带来的损失和影响。

这包括危机管理团队的组建、危机应对计划的制定、资源的调配、决策的制定等。

关键的一点是要保持冷静和清醒的头脑，以便作出正确的决策。

第三C - 控制（Control）一旦危机发生，组织需要尽快采取措施控制危机的蔓延和影响范围。

这包括隔离危机的源头、停止危机的扩大、减少危机的影响等。

同时，组织还需要制定相应的控制措施，以防止类似的危机再次发生。

第四C -沟通（Communication）沟通在危机管理中起着至关重要的作用。

组织需要及时向利益相关者提供准确的信息，并与他们保持有效的沟通和协作。

这包括内部员工、客户、股东、政府、媒体等各方的沟通。

沟通的关键是保持透明度、真实性和一致性，以建立信任和稳定的关系。

第五C - 合作（Cooperation）危机管理需要不同部门、不同组织之间的合作和协作。

面对复杂和多维的危机，单一组织的能力很有限。

组织需要与其他相关方合作，共同应对危机。

危机管理的五个阶段

危机管理的五个阶段危机管理的五个阶段危机是无法避免的，无论是在个人生活还是在组织或社会的层面上，危机都会出现。

危机管理是一种重要的能力，它可以帮助我们在危机发生时有效地应对和解决问题，降低风险并保护利益。

危机管理的五个阶段是：预防、准备、应对、恢复和评估。

在本文中，我将深入探讨每个阶段的重要性和具体措施，并分享我的观点和理解。

一、预防阶段预防是危机管理的第一阶段，它的目标是尽力避免危机的发生。

在这个阶段，关键是提前识别潜在风险和问题，并采取相应的措施来解决它们。

预防措施可以包括制定明确的规章制度，建立有效的风险评估和监测机制，以及培训员工对危机做出快速反应和适当处理。

在预防阶段，我认为组织应该注重以下几个方面。

建立一个完善的风险管理体系，包括对潜在风险进行全面评估和分析，并制定相应的风险应对策略。

定期进行员工培训和意识提升，使他们能够识别和应对潜在的危机情况。

建立有效的内部沟通渠道和危机报告机制也至关重要，以便及时获取关键信息并采取紧急措施。

二、准备阶段准备阶段是指在危机发生之前，积极为可能发生的危机做好准备工作。

在这个阶段，主要的工作是制定应急计划，并建立一支专业的应急响应团队。

应急计划应该包括详细的行动方案和责任分工，以确保在危机来临时能够迅速、高效地应对问题。

应急响应团队则应该由经验丰富的成员组成，他们应该接受过必要的培训并具备处理危机的能力。

在准备阶段，我认为关键是主动地进行演练和模拟，以测试和完善应急计划。

这样可以帮助团队成员熟悉应急流程，并发现和解决潜在的问题。

建立和维护与外部专家和机构的合作关系也是必要的，他们可以提供宝贵的支持和指导。

三、应对阶段应对阶段是危机管理中最紧迫和关键的阶段。

在这个阶段，我们需要迅速采取行动，控制和应对危机，以防止进一步的损失和影响。

应对危机的关键是及时的、准确的信息收集和分析，以便制定相应的应对策略。

及时的沟通和协调也非常重要，这可以帮助消除恐慌和误解，并让相关利益相关方了解情况并参与到解决问题的过程中来。

英文作文危机意识

英文作文危机意识英文回答：Crisis consciousness is a vital trait that can save lives, protect property, and preserve livelihoods. It involves being aware of potential risks, threats, and vulnerabilities, and taking necessary steps to mitigate them. Individuals and organizations with a strong crisis consciousness are more likely to be prepared for and resilient in the face of adversity.There are numerous benefits to cultivating crisis consciousness. It enables individuals and organizations to:Identify risks and vulnerabilities: By proactively assessing potential risks and vulnerabilities, it becomes easier to develop strategies to address them.Develop preparedness plans: Crisis consciousness helps in formulating comprehensive preparedness plans thatoutline actions to be taken in the event of a crisis.Train and educate: Regular training and education on crisis management practices enhance the ability to respond effectively to crisis situations.Simulate and practice: Crisis simulations and exercises provide valuable opportunities to test preparedness plans and identify areas for improvement.Learn from past experiences: Analyzing past crisis events and lessons learned helps organizations refine their crisis management strategies and improve their response capabilities.While crisis consciousness can be ingrained in individuals and organizations through various means, there are some key steps that can foster it:Promote awareness: Continuous communication and education programs can raise awareness about the importance of crisis consciousness and its benefits.Encourage risk assessment: Encourage individuals and organizations to regularly conduct risk assessments to identify potential risks and vulnerabilities.Support preparedness planning: Provide resources and assistance to develop comprehensive preparedness plans that include clear roles and responsibilities.Foster collaboration: Establish partnerships and networks to share information, resources, and best practices related to crisis management.Celebrate successes and learn from failures: Recognize and reward successful crisis management efforts, while also analyzing failures to identify areas for improvement.In conclusion, crisis consciousness is an essentialtrait that can minimize the impact of adversity and enhance the ability to recover from crisis situations. By fostering crisis consciousness, individuals and organizations can create a more resilient and prepared society.中文回答：危机意识。

应对突发事件的英语

应对突发事件的英语
应对突发事件的英语可以用emergency response或者 crisis management来表达。

在面对突发事件时，人们通常会采取一系列紧
急措施来应对和管理情况。

这些措施可能包括紧急疏散、提供急救、与相关部门协调等。

在组织或者政府层面，通常会有专门的应急预
案和团队来处理各种突发事件，以确保人员安全和最小化损失。

另外，也可以使用emergency preparedness来描述对突发事件的准备工作，包括培训、演练和设备准备等。

总之，应对突发事件的英语
表达涵盖了从预防到处理各个方面的内容。

AEO危机管理 (2)

AEO危机管理概述AEO（Authorized Economic Operator）是指经过认证并被海关部门认可的合规经营者，其货物在国际贸易中享有快速通关、优先审批等便利措施。

然而，即使在AEO认证后，企业仍然面临各种潜在的危机和风险。

因此，建立有效的AEO危机管理体系对于企业保持高效运营和应对危机事件具有重要意义。

本文将详细介绍AEO危机管理的概念和重要性，讨论AEO 危机管理体系的建立和关键要素，并提出一些建议和措施，帮助企业更好地应对潜在的危机。

AEO危机管理的概念和重要性AEO危机管理是指在AEO企业的运营过程中，制定并执行策略和措施，以预防和管理可能对企业运营和声誉造成负面影响的事件。

AEO企业在国际贸易中扮演着重要的角色，而危机管理的重要性在于保障企业的安全性和可持续发展。

AEO危机管理不仅关乎企业的经济利益，也直接关系到国际贸易的正常运行和海关的安全管理。

有效的AEO危机管理能够帮助企业及时发现和解决潜在的危机，并减少损失和恢复时间，从而保护企业的利益和声誉。

AEO危机管理体系的建立和关键要素1. 风险评估和预防建立风险评估机制是AEO危机管理体系的核心要素之一。

企业需要对运营过程中可能出现的各类风险进行评估，并采取相应的预防措施。

这包括制定应对恶劣天气、自然灾害、政治风险、供应链中断等危机的应急预案，建立紧急联系人和通信渠道，以及定期进行演练和培训。

2. 危机事件响应和管理AEO企业应建立完善的危机事件响应机制。

当危机事件发生时，企业应迅速反应并采取相应的措施来控制和解决问题。

这包括组织协调内外部资源，及时通知相关人员和机构，制定应对方案和行动计划，以最小化危机事件对企业运营的影响。

3. 信息安全与数据保护由于AEO企业往往涉及大量的敏感信息和数据，信息安全和数据保护是AEO危机管理的重要方面。

企业应建立健全的信息安全管理体系，包括对数据的加密和备份，访问权限的控制，以及制定数据安全政策和操作流程。

防范风险英语

防范风险英语【释义】risk prevention风险预防：采取措施来减少或避免潜在风险的行为或策略。

【短语】1防范风险叠加prevent risks from piling up2自觉地防范各种风险do more to guard against all kinds of risks3防范外部经济风险guarded against external economic risks4系统性金融风险防范机制mechanism for preventing systemic financial risks and for coordinating financial oversight and supervision5系统性金融风险防范预警体系early warning system to prevent systemic financial risks6加强风险防范prepare oneself against possible risks7风险防范risk prevention;Risk Precaution;risk defense;Risk guard8会计防范风险的方法Metallurgical Financical Accounting9家庭理财如何防范风险Family&Child Care【例句】1怎样通过财务分析发现风险并防范风险？How to find the risk and prevent the risk through financial analysis?2银监会的这一举措是为了防范风险的考虑。

CBRC for this initiative is to guard against risks to consider.3最后文章归纳了有效防范风险的若干措施。

Finally,the article also sums up some effective risk prevention measures. 4需要注意的是，在进行税收筹划时要注意防范风险。