...crisis management programs which helps managers and others prepare for unexpected high-impact events that threaten an organizations health and well -being. They also work to ensure that any infrastructure development, resource acquisition, or staff realignment that may be necessary takes place in a timely and effective manner. Below is their plan implementation advisory services include: The Implements of Crisis Management The Implements of Crisis Management * Training key executives plus communications, security, HR, operations, and other line managers and employees on how to implement the plan. * Providing ongoing advice and support on plan implementation, including facilitating inter-departmental or cross-functional integration of processes, and design and implementation of crisis operation centers, war rooms, and response procedures. * Monitoring issues, trends and events that may affect or trigger a crisis. * Reviewing, editing and providing editorial support for key document templates and live documents required under the plan. * Designing and facilitating war game exercises for the organization’s senior management, board, crisis team, and other staff. * Providing ongoing advice on how to update the plan periodically, including such components as vulnerabilities, processes, procedures, contact lists, etc. * Providing periodic training updates for new staff or staff with new responsibilities. | Six Rules for Crisis Management * Figure out...
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...management is the process by which an organization deals with a major event that threatens to harm the organization, its stakeholders, or the general public. The study of crisis management originated with the large scale industrial and environmental disasters in the 1980. Three elements are common to most definitions of crisis: (a) a threat to the organization, (b) the element of surprise, and (c) a short decision time. Venette argues that "crisis is a process of transformation where the old system can no longer be maintained." Therefore the fourth defining quality is the need for change. If change is not needed, the event could more accurately be described as a failure or incident. In contrast to risk management, which involves assessing potential threats and finding the best ways to avoid those threats, crisis management involves dealing with threats before, during, and after they have occurred. That is, crisis management is proactive, not merely reactive. It is a discipline within the broader context of management consisting of skills and techniques required to identify, assess, understand, and cope with a serious situation, especially from the moment it first occurs to the point that recovery procedures start. Introduction Crisis management consists of: * Methods used to respond to both the reality and perception of crises. * Establishing metrics to define what scenarios constitute a crisis and should consequently trigger the necessary response mechanisms. * Communication...
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...company started relatively small with the founders personally squeezing, packaging and transporting these juices to local restaurants that existed in their community. However the company experienced rapid growth in the early 90’s and by 1995 it has increased its product line and expanded operations well beyond the local market. Odwalla was able to captivate consumers through the creativity of the company’s founders who were also very passionate about social responsibility and the need to ensure the health and wellbeing of the community. This philosophy was also reflected in the company’s core values and company vision which read “Odwalla, a breath of fresh intoxicating rhythm, living flavor, soil to soul, people to planet, nourishing the body whole.” The company’s core values also touted a philosophy or honesty, integrity, personal responsibility and environmental awareness, just to name a few. In an attempt to effectively meet the needs of its customer base, the company leadership employed a business model that was focused on selling strictly organic products which contained very little or no preservatives. They also bypassed the pasteurization process and instead used an acid rinsing method in order to kill bacteria. This was mainly done in order to preserve taste and maintain the integrity of their products in the eyes of their customers as being non-processed & 100% organic. However, in 1996 an...
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...significant problems for emergency managers and emergency response personnel as well as the medical facilities that treat them. At a moment’s notice, medical facilities can become overwhelmed after a disaster from people seeking medical attention. The key to success is information sharing and management among these responding organizations during and after a disaster. The idea of sharing information does not occur overnight, the plan should be implemented before any disaster occurs. Many of the issues responders face range from a lack of preparedness and training of emergency responders to a lack of communication. Disaster readiness remains uneven across the United States especially in small cities or rural areas and without significant disaster preparedness many emergency responders or emergency facilities such as hospitals or clinics remain unprepared for natural disasters. As a result, many facilities may be unprepared to accept and care for an influx of patients as a result of a terrorist attacks, chemical spills, and natural disasters. This paper will explore problems emergency responders may face during disasters due to a lack readiness and preparedness. In addition, this paper will provide solutions to compensate for these problems during a disaster crisis. Keywords: Emergency medical personnel, Emergency Responders, Disaster Preparedness, Medical facilities, triage areas, communications and volunteers The threat of terrorism, natural disasters, and diseases have placed...
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...Leadership in Action: Leading Effectively in Humanitarian Operations A CK N O W L E D G E M E N TS First and foremost, we would like to thank the individuals who allowed their leadership to be placed in the spotlight as one of our case-study examples of effective operational humanitarian leadership. Their generosity and openness in doing so and in answering our many questions are greatly appreciated. We also thank the many other interviewees who spoke to us frankly and shared their insights on what they valued in terms of operational humanitarian leadership. David Peppiatt played an important role in identifying and facilitating a number of the case studies. Isobel McConnan carried out interviews and provided helpful comments on earlier drafts. Georgia Armitage helped with the literature review. The Advisory Group provided invaluable input, words of advice and comments on the draft report, they are: Tim Cross, Wendy Fenton, Randolph Kent, Ky Luu, and Claire Messina. Paul Knox Clarke’s inputs undoubtedly raised the quality of the analysis. Deborah Eade provided excellent editorial services and comments. Sara Swords also commented on an earlier draft. Ben Ramalingam played a key role in getting the study off the ground and in its design. Finally, thanks to John Mitchell for his ongoing and valuable support to this work. The project was undertaken as part of the joint initiative on leadership in the humanitarian sector in partnership with People In Aid, Humanitarian...
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...Responsibility Report 2014 about ericsson Ericsson is a driving force behind the Networked Society – a world leader in communications technology and services. The Company’s long-term relationships with every major telecom operator in the world allow people, businesses and societies to fulfill their potential and create a more sustainable future. Ericsson’s services, software and infrastructure – especially in mobility, broadband and the cloud – are enabling the telecom industry and other sectors to do better business, increase efficiency, improve the user experience and capture new opportunities. With more than 115,000 professionals and customers in more than 180 countries, Ericsson ombines global c scale with tech ology and services leadership. Investments in research and development ensure that Ericsson’s n solutions – and its customers – stay in the forefront. The Company provides support for networks with more than 2.5 billion subscribers. Approxmately 40% of the world’s mobile traffic is carried through etworks delivered by i n Ericsson. Founded in 1876, Ericsson has its headquarters in Stockholm, Sweden. The Ericsson share is listed on Nasdaq Stockholm and NASDAQ New York. Cover photo: Myanmar, a country undergoing democratic and social reform, has one of world’s lowest levels of mobile broadband p enetration. ICT can play a huge role in boosting socio-economic development. In 2014, Ericsson began serving customers in Myanmar, and also joined the UK Department...
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...The Role and Influence of International Financial Institutions Danny Leipziger Abstract Development thinking has evolved from the early works of W. Arthur Lewis and Paul Rosenstein-Rodan and has been influenced by new and varied schools of thought. Emphases have shifted from capital accumulation and technical progress to human capital investment and social inclusion. Institutions have come into the equation, as has a prominent role for markets and for the state as drivers of development. Underlying these views were practicalities that shaped the way countries dealt with their need for foreign capital, the management of the macroeconomy, and their responses to economic and financial crises. There was a prominent role for the so-called Bretton Woods institutions, namely, the World Bank and the International Monetary Fund, in shaping prevailing views of development and putting them into practice. This Danny Leipziger The Role and Influence of IFIs has been important, both directly and indirectly, in affecting policy choices made by developing country governments over past decades. Keywords: Bretton Woods Institutions; World Bank ideology toward development; IMF ideology and development; changing development paradigms; international financial institutions; Bank-Fund Collaboration; Bank-Fund Concordat. Chapter 49 Page 2 Danny Leipziger The Role and Influence of IFIs Introduction International financial institutions (IFIs) have strongly influenced development...
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...Thematic Paper on MDG 1 ERADICATE EXTREME POVERTY AND HUNGER 2000 2010 2005 FOREWORD I am extremely pleased to introduce this set of analytical papers on the Millennium Development Goals1. The papers were produced by the member agencies of the UN Development Group Task Force on the MDGs, working in clusters. Each paper had one or more lead agencies and a set of member agencies in support. The Task Force was also able to draw on the ideas, experience and advice of a considerable range of other agencies and experts, including from Non-Governmental, academic and other sectors. A peer review process was held to move towards the final versions, which incorporated detailed and rich discussions on the ideas generated by the papers. In this effort, the central intention of the Task Force was to try to identify promising or successful experiences in country efforts to move towards the various Goals, and to gain understanding of the factors contributing to this progress. The focus of the papers is therefore on the national and local level; on country-led (rather than UN) efforts; and on a range of immediate and underlying factors that appear to be important or essential in enabling progress under differing conditions and country circumstances. The papers do not present or represent formal, official UN policy positions. Rather, they reflect the collective analytical efforts of the MDG Task Force, as endorsed by the UN Development Group, in an effort to bring ideas and suggestions...
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...Harvard Business Review On Crisis Management ... Managing Crisis You Tried to Prevent Norman R. Augustine Originally published in November – December 1995 Reprint # 95602 A Harvard Business Review Paperback Managing the Crisis You Tried to Prevent Managing the Crisis You Tried to Prevent Norman R. Augustine Executive Summary NEWS REPORTS ANNOUNCING that yet another business has stumbled into a crisis—often without warning and through no direct fault of its management— seem as regular as the tide. And the spectrum of business crises is so wide that it is impossible to list each type. On a single day this year, the Washington Post reported a series of crashes suffered by American Eagle Airlines, the bankruptcy of Orange County, and Intel’s travails with its Pentium microprocessor. Other noteworthy crises have been the Challenger space shuttle explosion, the “incident” at the Three Mile Island nuclear reactor, and the series of deaths resulting from cyanide adulteration of Tylenol capsules. Fortunately, argues Norman Augustine, almost every crisis contains within itself the seeds of success as well as the roots of failure. Finding, cultivating, and harvesting that potential success is the essence of crisis management. And the essence of crisis mismanagement is the propensity to take a bad situation and make it worse. Augustine has distinguished six stages of crisis management and makes recommendations for dealing with each: avoiding the crisis...
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...Economic Commission for Africa The Millennium Development Goals in Africa: Progress and Challenges Economic Commission for Africa The Millennium Development Goals in Africa: Progress and Challenges August 2005 © 2005. Economic Commission for Africa Material from this publication may be freely quoted or reprinted. Acknowledgment is requested, together with a copy of the publication. The views expressed are those of the original authors and do not necessarily reflect those of the United Nations. Project coordinator: Adrian Gauci Editorial coordination: Cristina Müller Team: Abebe Shimeles, Workie Mitiku, Vanessa Steinmayer, Reto Thoenen This report was produced with guidance and input from Augustin Fosu, Director of the Economic and Social Policy Division of the ECA. It benefited greatly from the revisions of Bartholomew Armah and Kwabia Boateng. Special thanks to Lorna Davidson for the final editing, to Akwe Amosu for her valuable input, and to Seifu Dagnachew and Teshome Yohannes for creative and efficient lay-out and production. The report was designed by the ECA Communication Team and printed by the Documents Reproduction and Distribution Unit, in Addis Ababa, Ethiopia. Photo credits (left to right): Front cover- R. Zurba/USAID, J. Dunlop/USAID, R. Zurba/USAID, M. Crozet/ILO. Back cover- J. Maillard/ILO, T. Brunette/USAID, I. Getachew/UNICEF. Table of Contents Acronyms .....................................................................
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...the degree Master of International Communication Unitec New Zealand, 2010 ABSTRACT This research project explores crisis communication in theory and practice in Australia and New Zealand with specific focus on cultural influence, strategy applicability, and stakeholder relevance. A mixed-method approach was used to evaluate crisis communication in its theoretical and practical constituents. The research project comprises of the two data collection methods of content analysis and in-depth interviews. The content analysis, the selected method to evaluate the theory, was conducted from published research studies in leading Australian and New Zealand Public Relations and Communication journals, the websites of the PRism journal, the Australian and New Zealand Communication Association (ANZCA), the Public Relations Institutes of Australia (PRIA) and New Zealand (PRINZ), and via the database search platform Ebsco. The content analysis provided information about the number of published articles, leading theoretical models, research methods, and research orientation. The in-depth interviews, the chosen method to investigate the crisis communication practices, were conducted with three Australian and three New Zealand practitioners and addressed the issues of cultural influence, strategy applicability, and stakeholder relevance in crisis communication. However, both methods complement each other and add different perspectives to the research subject. The findings...
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...Proceedings of the Fourth International Annual Conference of the Asia Pacific Academy of Business in Society Sustainable Decision-Making in a Time of Crisis Public and Private Perspectives Malcolm McIntosh and Susan Forbes Authors Malcolm McIntosh Director, Asia Pacific Centre for Sustainable Enterprise Susan M Forbes Adjunct Research Fellow, Asia Pacific Centre for Sustainable Enterprise © 2011 Asia Pacific Centre for Sustainable Enterprise Published by Asia Pacific Centre for Sustainable Enterprise Griffith Business School Griffith University, South Bank campus 226 Grey Street, South Brisbane Queensland, 4101 Australia www.griffith.edu.au/business-commerce/sustainable-enterprise All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic or mechanical, photocopying, recording or otherwise without the prior permission of the copyright owner. Copyright rests with the individual authors. ISBN 978-1-921760-45-7 Foreword The conference reflected lessons learnt and being learned from the global financial crisis, from the climate change prognosis and from rethinking global governance. The conference preceded the Asia-Pacific Economic Cooperation (APEC) 2010 Meetings and Summit (7-14 November in Yokohama, Japan) and coincided with the 10th anniversary of the United Nations (UN) Global Compact, and the UN Year of Biodiversity. Given the birth of the G20 group of nations, the...
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...breakdowns on the North-South Line in December 2011. SMRT was a public transport operator in Singapore, with a transportation network that comprised buses, trains and taxis. The two breakdowns were arguably the largest public transportation incidents in Singapore’s history, occurring two days apart and affecting more than 220,000 commuters. Widespread public outrage ensued, with heavy criticism of Saw for the breakdowns and her mismanagement of the corporation. Prior to the incidents, Saw’s tenure as CEO had been associated with a particularly prosperous period in the history of SMRT. She had successfully navigated SMRT through its post-merger transition process and achieved a significant growth in profits. She had also transformed SMRT from a company focusing solely on transportation to one that provided all-around service and transportation to commuters. Why did Saw become the target of public discontent? Were the breakdowns a result of her lack of ability to lead SMRT effectively? LEADERSHIP HISTORY Prior to Saw’s appointment in December 2002, SMRT had been traditionally led by men with engineering backgrounds and experience in military or public service. SMRT was first led by Leong Geok Lim, who had a degree in engineering. He was widely acknowledged as the progenitor of the MRT system in Singapore, convincing the government at the time that the MRT system was the best option for improving public transportation there. Lim had previously been the executive...
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...Business Risk Management Fukushima Daiichi – Nuclear Disaster Pedro Eza ID number: z3366523 Executive Summary Fukushima crisis management showed system failures from the public and private actors that led to overall human error and opened a continuous debate within international community about holding nuclear plants under public hands rather than private ones whose incentives clearly differ from the public interest: * The Government and regulatory agencies failed to push Tepco to heed several anomalies and warnings causing the operator to be unprepared at an operational risk level evidencing an embarrassing incompetency to make decisions. * Tepco, as this report will prove below, lacked a culture of safety failing to respond effectively to subsequent events after the accident. For all these, the need to build an adequate resilience framework within the nuclear industry covering the main pillars: Crisis Management, Disaster Recovery, Business Continuity and Emergency Management, are paramount within risk management. Case’s Background On March 11, 2011, Japan suffered an earthquake of magnitude 9.0 with an epicenter near...
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...***AFF*** ***1AC*** Inherency – 1AC Contention one: Inherency The new FAA bill cut funding for the AIP, which will cripple our airport infrastructure – rapid investment is critical PRINCIPATO ‘12 - president, Airports Council International-North America; M.A. in International Relations from University of Chicago; International Trade and Transportation specialist, Hunton & Williams (Greg, “Why we should invest today in 'Airports Inc.'”. March. http://thehill.com/blogs/congress-blog/labor/218525-faa-why-we-should-invest-today-in-airports-inc) With the latest Federal Aviation Administration (FAA) forecast predicting a doubling of passengers and cargo by 2030, the current funding system is not up to the job of ensuring airports will have the infrastructure they need to handle such dramatic increases in traffic. This will have far-reaching consequences. Commercial airports are powerful economic engines, generating 10.5 million jobs and $1.2 trillion for the U.S. economy, according to a new Airports Council International-North America study. Across the country, workers and businesses count on local airports to attract investment and move people and goods around the world. Since 2001, the total number of jobs associated with airports has increased by more than 50 percent. Despite unprecedented growth and clear evidence of the economic benefits of infrastructure investments, airports expect to have $80 billion in unmet needs through 2015 because of the flawed system...
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