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Offering a strategic orientation to crisis management, Crisis
Management in the New Strategy Landscape 2e helps readers
understand the importance of planning for crises within the wider
framework of an organization's regular strategic management
process. The text follows a four-stage crisis management framework:
(1) Landscape Surveyuanticipating crisis events, (2) Strategic
Planningusetting up the crisis management team and plan, (3) Crisis
Managementuaddressing the crisis when it occurs, and (4)
Organizational Learninguapplying lessons from crises so they will
be prevented or at least mitigated in the future. New and
HallmarkaFeatures New Chapter on international crisis
managementCovers the latest trends in crisis management and looks
forward to how crisis management plans and teams will look in the
future Views crisis management through the lens of chaos theory,
which offers real world application for practicing managers in the
context of crisis management Includes a full chapter on business
ethics that shows how ethical issues with management can contribute
to crises and what can be done to avoid future ethics-related
crises Offers a chapter on organizational learning that shows
managers what needs to be done after the crisis ends, and why it is
important not to return to business as usual Includes case studies
and vignettes at the beginning and end of each chapter to give
readers a look at real world situations where crises have occurred
Provides an outline of items to include in a crisis management plan
in the Appendix Crisis Management in the New Strategy Landscape is
intended for upper-level undergraduate or graduate courses in
Crisis Management or Crisis Communications offered in departments
of management, public administration, or communication. The book
could also be used as a supplement for strategic management
(business policy) courses.
All organizations operate in an environment that is rapidly
changing. To be successful, the organization must also change. The
question is what to change and how. This book will describe in some
detail a number of management programs, many of which are known by
their three-letter acronyms, such as Justin-Time (JIT) or
Service-Oriented Architecture (SOA). A management program is
designed to improve an organization's effectiveness and efficiency.
However, there are so many management programs it is often
difficult for managers to decide which one would be most
appropriate for their operation. This book will describe an array
of management programs and group them to indicate their primary
purpose. The book will also outline a process that will enable
managers to select the most appropriate management program to meet
their immediate and long-term needs. Implementing a management
program is no small task. It can be expensive, time-consuming, and
disruptive of normal operations; therefore, the choice of the
management program requires careful selection and implementation.
Care must be taken to increase the likelihood of successfully
implementing new ventures in all types of organizations - business,
nonprofit and governmental agencies. Many ventures fail, or achieve
limited success, not because the idea isn't good but because the
organization has not adequately prepared its internal capabilities
to meet the environmental conditions in which it operates. An
important feature of this book is that it can be updated
periodically to add new programs and phase out programs no longer
relevant. The book will provide readers with a comprehensive
description of the most popular management improvement programs and
their primary applications to their organizations. We will discuss
the philosophy and principles of these programs and include a
discussion on how to use each program to achieve optimum success. A
central theme of this book is to not just adopt an improvement
program for the sake of adopting it, but to match the improvement
program with the specific needs in an organization. In the chapters
that follow, we will illustrate how this matching process can be
conducted. Above all, we plan the book to be a concise and useful
resource to both practitioners and academics. Here is what you can
expect in the chapters.
All organizations operate in an environment that is rapidly
changing. To be successful, the organization must also change. The
question is what to change and how. This book will describe in some
detail a number of management programs, many of which are known by
their three-letter acronyms, such as Justin-Time (JIT) or
Service-Oriented Architecture (SOA). A management program is
designed to improve an organization's effectiveness and efficiency.
However, there are so many management programs it is often
difficult for managers to decide which one would be most
appropriate for their operation. This book will describe an array
of management programs and group them to indicate their primary
purpose. The book will also outline a process that will enable
managers to select the most appropriate management program to meet
their immediate and long-term needs. Implementing a management
program is no small task. It can be expensive, time-consuming, and
disruptive of normal operations; therefore, the choice of the
management program requires careful selection and implementation.
Care must be taken to increase the likelihood of successfully
implementing new ventures in all types of organizations - business,
nonprofit and governmental agencies. Many ventures fail, or achieve
limited success, not because the idea isn't good but because the
organization has not adequately prepared its internal capabilities
to meet the environmental conditions in which it operates. An
important feature of this book is that it can be updated
periodically to add new programs and phase out programs no longer
relevant. The book will provide readers with a comprehensive
description of the most popular management improvement programs and
their primary applications to their organizations. We will discuss
the philosophy and principles of these programs and include a
discussion on how to use each program to achieve optimum success. A
central theme of this book is to not just adopt an improvement
program for the sake of adopting it, but to match the improvement
program with the specific needs in an organization. In the chapters
that follow, we will illustrate how this matching process can be
conducted. Above all, we plan the book to be a concise and useful
resource to both practitioners and academics. Here is what you can
expect in the chapters.
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