外文翻译----危机管理：预防，诊断和干预

《外文翻译----危机管理：预防，诊断和干预》由会员分享，可在线阅读，更多相关《外文翻译----危机管理：预防，诊断和干预（11页珍藏版）》请在毕设资料网上搜索。

1、中文 3572 字 毕业论文（设计） 外文翻译 一、 外文原文 标题： Crisis management: prevention, diagnosis and intervention 原文： The premise 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, the way they were dealt with, and wh

2、at 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 and recommend methods for prevention and intervention. Crisis acknowledgment Although many business leaders will acknowledge that crises are a given f

3、or 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 crisis in business is inevitable, but only 50 percent of these had taken any producti

4、ve 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 companys total failure. Safety violation

5、s, 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 until it is too late. The tendency, in general, is to look at the company as a perpetual entity that requires plans for growth. Ignorin

6、g the probabilities of disaster is not going to eliminate or delay their occurrences. Strategic planning without inclusion of crisis management is like sustaining life without guaranteeing life. One reason so many companies fail to take steps to proactively plan for crisis events, is that they fail

7、to acknowledge the possibility of a disaster occurring. Like an ostrich with its head in the sand, they simply choose to ignore the 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 a

8、nd better received, and the crisis will be of shorter duration, for companies who prepare a proactive crisis plan” (Maynard, 1993) . It is said that “there are two kinds of crises: those that you manage, and those that manage you” (Augustine, 1995). Proactive planning helps managers to control and r

9、esolve 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, the Three-Mile Island nuclear power plant experienced a crisis when warning signals indicated nuclear reactors were at risk of a meltdown. The system was equipped wit

10、h a hundred or more different alarms and they all went off. But for those who should have taken the necessary steps to resolve the situation, there were no planned instructions as to what should be done first. Hence, the crisis was not acknowledged in the beginning and it became a chronic event. In

11、June 1997, Nike faced a crisis for which they had no existing frame of reference. A new design on the companys Summer Hoop line of basketball shoes - with the word air written in flaming letters - had sparked a protest by Muslims, who complained the logo resembled the Arabic word for Allah, or God.

12、The council of American-Islamic Relations threatened a global Nike 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 had never put together a general framework or poli

13、cy 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

14、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 and diminishing productivity per man hour, as well as trends, issues and developments in the soci

15、o-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 facto

16、r. Stages of a crisis Most crises do not occur suddenly. The signals can usually be 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 them in a timely fashion (Darling et

17、al., 1996). A crisis can consist of four different and distinct stages (Fink, 1986). The phases are: prodromal crisis stage, acute crisis stage, chronic crisis stage and crisis resolution stage. Modern organizations are often called “organic” due to the fact that they are not immune from the element

18、s of their surrounding environments. Very much like a living organism, organizations can be affected by environmental factors both positively and negatively. But todays successful organizations are characterized by the ability to adapt by recognizing important environmental factors, analyzing them,

19、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 would be qui

20、te appropriate to examine the first three stages of a crisis before taking up the treatment, resolution or intervention stage. Prodromal crisis stage In 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

21、are always blinking. No matter how successful the organization, a number of issues and trends may concern the business if proper and timely attention is paid to them. For example, in 1995, Baring Bank, a UK financial institution which had been in existence since 1763, suddenly and unexpectedly faile

22、d. There was ample opportunity for the bank to catch the signals that something bad was on the horizon, but the companys 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 managem

23、ent oversight and internal control systems (Mitroff et al., 1996). Likewise, looking in retrospect, McDonalds fast food chain was given the prodromal symptoms before the elderly lady sued them for the spilling of a very hot cup of coffee on her lap - an event that resulted in a substantial financial

24、 loss and tarnished image of the company. Numerous consumers had complained about the temperature of the coffee. The warning light was on, but the company did not pay attention. It would have been much simpler to pick up the signal, or to check the symptom, than facing the consequences. In another c

25、ase, 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 look around for someone to blame. The lack of attention, the evasiveness and the carelessness angered all the constituent groups, including their customers. The unfortunate deaths that occurred as a result of the companys ignoring the