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OverviewEven several years after the terrorist attacks of September 11, 2001, many organizations are ill-prepared to deal with crises, often opting to deal with them only after the fact. In Code Red in the Boardroom, Tim Coombs argues that crisis management should be a variety of activities that the organization performs daily to prevent crises from occurring. He defines the types of crises an organization 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, so that sensing, preventing, and responding quickly to crises become 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 program make this book an essential resource for all organizations. Even several years after the terrorist attacks of September 11, 2001, many organizations delude themselves 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 program, 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 be something you do when a crisis hits. It should be a variety of activities that the organization performs daily to prevent crises from ocurring. In Code Red in the Boardroom, Coombs defines the types of crises an organization 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—so that sensing, preventing, and responding quickly to crises become 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 program make this book an essential resource for all organizations. Full Product DetailsAuthor: W. Timothy CoombsPublisher: Bloomsbury Publishing Plc Imprint: Praeger Publishers Inc Edition: Annotated edition Dimensions: Width: 15.60cm , Height: 1.80cm , Length: 23.50cm Weight: 0.397kg ISBN: 9780275989125ISBN 10: 0275989127 Pages: 152 Publication Date: 30 March 2006 Recommended Age: From 7 to 17 years Audience: Professional and scholarly , Professional & Vocational Format: Hardback Publisher's Status: Active Availability: Manufactured on demand We will order this item for you from a manufactured on demand supplier. Table of ContentsPreface Introduction: Crises Happen, So be Prepared Types of Crises Attacks on Organizations When things go Bad When the Organization Misbehaves Managing Crises Crisis Sensing Network Crisis Management Plan as Living Document Crisis Management as DNA: Overcoming Resistance to the Crisis Management Process Appendix A: Sample Crisis Management Plans Elements Appendix B: Department of Homeland Security Fact Sheet for NIMS IndexReviews?This compact, clearly written, and well-documented primer is especially useful for those undertaking crisis planning for the first time, particularly small organizations, including nonprofits that do not maintain in-house legal and public relations experts. While large, experienced organizations can certainly benefit from the author's emphasis on integrating crisis management into the organizational DNA, the expository style and the case studies make it particularly helpful for novice crisis planners. In part 1 Coombs examines major crisis types: attacks on organizations, such as computer hacking or product tampering; product defects or other organizational failures, such as industrial accidents; and organizational wrongdoing in the form of financial fraud (e.g., Tyco, Enron) or failure to obey or enforce government regulations. Part 2 focuses on crisis management tools: maintaining a crisis-sensing network and a living crisis management plan; overcoming resistance to change; and integrating crisis management into the organization's culture--or organizational DNA, as Coombs calls it. This part includes practical guidelines, based on organizational change literature and sound communication practices. The book ends with two appendixes: the elements of a sample crisis management plan and a US Department of Homeland Security fact sheet for crisis planning. Recommended. Upper-division undergraduate through professional collections.?-Choice <p> This compact, clearly written, and well-documented primer is especially useful for those undertaking crisis planning for the first time, particularly small organizations, including nonprofits that do not maintain in-house legal and public relations experts. While large, experienced organizations can certainly benefit from the author's emphasis on integrating crisis management into the organizational DNA, the expository style and the case studies make it particularly helpful for novice crisis planners. In part 1 Coombs examines major crisis types: attacks on organizations, such as computer hacking or product tampering; product defects or other organizational failures, such as industrial accidents; and organizational wrongdoing in the form of financial fraud (e.g., Tyco, Enron) or failure to obey or enforce government regulations. Part 2 focuses on crisis management tools: maintaining a crisis-sensing network and a living crisis management plan; overcoming resistance to change; and i <p> This compact, clearly written, and well-documented primer is especially useful for those undertaking crisis planning for the first time, particularly small organizations, including nonprofits that do not maintain in-house legal and public relations experts. While large, experienced organizations can certainly benefit from the author's emphasis on integrating crisis management into the organizational DNA, the expository style and the case studies make it particularly helpful for novice crisis planners. In part 1 Coombs examines major crisis types: attacks on organizations, such as computer hacking or product tampering; product defects or other organizational failures, such as industrial accidents; and organizational wrongdoing in the form of financial fraud (e.g., Tyco, Enron) or failure to obey or enforce government regulations. Part 2 focuses on crisis management tools: maintaining a crisis-sensing network and a living crisis management plan; overcoming resistance to change; and integrating crisis management into the organization's culture--or organizational DNA, as Coombs calls it. This part includes practical guidelines, based on organizational change literature and sound communication practices. The book ends with two appendixes: the elements of a sample crisis management plan and a US Department of Homeland Security fact sheet for crisis planning. Recommended. Upper-division undergraduate through professional collections. - <p>Choice Author InformationW. TIMOTHY COOMBS is Associate Professor in the Communication Studies Department, Eastern Illinois University, where he teaches courses in crisis management, corporate communications, and public relations. Previously on the faculty of Wayne State University, Clemson University, and Illinois State University, he is the author or coauthor of two textbooks, Ongoing Crisis Communication and Today's Public Relations, and dozens of articles in such publications as Public Relations Review, Management Communication Quarterly, and the Journal of Public Affairs. He also consults on issues of crisis management, communication, and public relations for clients in the petrochemical, construction/engineering, and healthcare industries. Tab Content 6Author Website:Countries AvailableAll regions |