Institute of International Management


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Institute of International Management

  1. 1. Institute of International Management Crisis Management and Public Communication Fall 2008 The Institute of International Management is dedicated to providing a quality teaching and research environment to provide students with a broad, integrated knowledge of management in preparation for successful careers in business, government or academia. General Program Learning Goals (goals covered by this course are indicated): 1
  2. 2. x 1 Gr ad uat es sh ou ld be abl e to co m m un ica te eff ect ive ly ve rb all y an d in wr iti ng. x 2 Gr ad uat es sh ou ld sol ve str ate gic pr ob le ms wi th 2
  3. 3. Instructor Prof. Oliver H.M. Yau, PhD No., University Rd., Tainan 701 Course Description This course will focus on the Chinese business and services sector, one of the difficulties encountered by senior executives is the emergency of crisis. Improper handling of crisis will damage the reputation and credibility of an organization. These damages would be so considerable and irreparable that it takes the firm a long time to recover, wasting enormous time and resources. By studying an understanding such events students will be better equipped with such catastrophe and implement proper damage control. . Course Objectives 1. To help participant gain a deep understanding of the imminent nature of crisis in doing business in China and providing services; 2. To develop participants’T awareness and preparedness of the emergency of crisis; 3. To improve participants’T competence in effectively managing crisis, especially in managing communications surrounding related litigation and minimizing operating disruptions; 4. To equip participants with the knowledge of proper control over, and efficient restoration of damaged reputations and rebuilding of confidence in the organization and its leadership among internal and external audiences. Content Summary 1. The Concept of Crisis in a Dynamic Environment Anatomy of Crisis Causes of Crisis • Cognitive Decision Rules • Affiliative Decision Rules • Self-Serving and Emotive Rules 2. Diagnosis of Crisis Identity Games Control/Protection/Repair Games Energy/Aliveness Games Image Games Disarray at the Top 3. Prevention of Crisis • Crisis Forecasting 3
  4. 4. • Crisis Intervention • Crisis Management Plans • Identification of Crisis • Marketing of Crisis 4. Management of Crisis Making and Implementing Choices Conducting aftermath of the crisis Public Communication: • The Role of PR Department • Controlling the message • Handling a Hostile Press • Dealing with the Issue of Expert opinion Managing the crisis to the end • Restoring Damaged Reputations • Rebuilding Organizational Confidence 5. Control of Crisis Controlling System for Managing Crisis Management by Nosing Around Beyond Management Control: • Learning, Continuous Improvement and Quality Strategies for Change • Changing Business Culture • The Use of Crisis Coalition • Using Disorder to Promote Change and Innovation Recommended references Main textbook - Caponigro, Jeffrey R., Crisis Counselor, Ill.: Contemporary Books, 2000(台灣有中 文譯本. - Harvard Business Review on Crisis Management, Boston: Harvard Business School Press, 2000 (In Chinese). (大陸有中文簡體字譯本) Optional textbook for reference Albrecht, Karl L.(1990), Service Within: Solving the Middle Management Leadership Crisis, Homewood, Ill.: Dow Jones-Irwin. Booth, Simon A.S.(1993), Crisis Management Strategy: Competition and Change in Modern Enterprises, London: Routledge. 4
  5. 5. Bridges, William (1993), Surviving Corporate Transition: Rational Management in a World of Mergers, Layoffs, Start-Ups, Takeovers, Divestitures, Deregulation, and New Technologies, New York: Doubleday. Caywood, C.L. d(1997), The Handbook of Strategic Public Relations & Integrated Communications, Mass.: McGraw-Hill Companies Cohn, Robin (2000), The PR Crisis Bible, N.Y.: Truman Talley Books. De Kare-Silver, Michael (1997), Strategy in Crisis, NY: New York University Press. 一 Doeg, Colin (1995), Crisis Management in the Food and Drinks Industry: A Practical Approach, London: Chapman & Hall. Dougherty, D. (1992), Crisis Communications, N.Y.: Walk and Company. Barton, Laurence, (1993), Crisis in Organizations: Managing and Communicating in the Heat of Chaos, Cincinnati: Southwestern. Barton, Laurence, (2001), Crisis in Organizations II, Cincinnati: Southwestern. Fink, Steven (2000), Crisis Management: Planning for the Inevitable, Revised Ed., New York: American Management Association. Frohman, Alan L.(1993), The Middle Management Challenge: Moving from Crisis to Empowerment, New York: McGraw-Hill. Gigliotti, Richard J. (1991), Emergency Planning for Maximum Protection, Boston: Butterworth- Heinemann. Gillis, Tracy, K. (1996), Emergency Exercise Handbook, Oklahoma: PennWell Books. Hartley, Robert F.(1986), Management Mistakes, New York: John Wiley. Hurst, David K. (1995), Crisis & Renewal: Meeting the Challenge of Organizational Change, Boston, Mass.: Harvard Business School Press. Kanel, Kristi (1999), A Guide to Crisis Intervention, CA: Brooke/Cole Publishing Company. Kharbanda, O.P. (1986), Management Disasters and How to Prevent Them, Adlershort, Hants, England: Gower. Kiel, L.D. (1994), Managing Chaos and Complexity in Government: A New Paradigm for Managing Change, Innovation, and Organizational Renewal, San Francisco: Jessey-Bass Pub. Lagadec, Patrick (1993), Preventing Chaos in a Crisis: Strategies for Prevention, Control, and Damage Limitation, London: McGraw-Hill. 5
  6. 6. Ledger, Frank (1995), Crisis Management in the Power Industry: An Inside Story, London; New York: Routledge. Link, Albert N. (1991), Mastering the Business Cycle: How to Keep Your Company on Track in Times of Economic Change, Chicago, Ill.: Probus Pub. Lui, Mei-yee, Amanda (1994), Comparing the Perception Between Government Officials and Elected District Board Members Towards the Effectiveness of Crisis Management: A Case Study of the Contingency Plan in Kwai Chung, Hong Kong: Department of Social and Public Administration, City Polytechnic of Hong Kong, 1994. Marconi, Joe (1992), Crisis Marketing: When Bad Things Happen to Good Companies, Chicago: American Marketing Association. (張淑茹譯(1989),<<危機行銷>>,臺北市:商業周刊出 版。) McMains, M.J. and Mullins, W.C. (2001), Crisis Negotiations, 2nd edition, OH: Anderson Publishing Co. Mitroff, Ian I. (1990), WeWre so Big and Powerful Nothing Bad Can Happen to Us: An Investigation of AmericanI s Crisis Prone Corporations, Secaucus, N.J.: Carol Pub. Group. Mitroff, Ian I., and Pearson, C.M. (1993), Crisis Management, San Francisco: Jossey-Bass Publishers Mitroff, Ian I., Shrivastava, Paul and Udwadia, Firdaus E. (1987), “Effective Crisis Management,” The Academy of Management Executive, Vol. 1, No. 3. Myers, Kenneth N. (1993), Total Contingency Planning for Disasters: Managing Risk - Minimizing Loss - Ensuring Business Continuity, New York: Wiley. Ng, Yin-bing, Tracy (1994), Crisis Management in Mass Transit Railway Corporation, Hong Kong: Department of Social and Public Administration, City Polytechnic of Hong Kong. Paschall, R. (1992), Critical Incident Management, Chicago: The Office of International Criminal Justice, The University of Illinois at Chicago. Pauchant, Thierry C. (1992), Transforming the Crisis-Prone Organization: Preventing Individual, or Organizational, and Environmental Tragedies, San Francisco: Jossey-Bass Pub. Regester, Michael (1987), Crisis Management: How to Turn a Crisis into an Opportunity, London: Hutchison Business, 1987. Regester, M. & Larkin, J. (1997), Risk Issues and Crisis Management, London: Kogan Page. Reid, J.L. (2000), Crisis Management: Planning and Media Relations for the Design and Construction Industry, N.Y.: John Wiley & Sons. 6
  7. 7. Schneider, Saundra K. (1995), Flirting with Disaster: Public Management in Crisis Situations, New York: M.E. Sharpe. Silva, Michael A. (1995), Overdrive: Managing in Crisis-Filled Times, New York: J. Wiley. Slatter, Stuart St. P. (1984), Corporate Recovery: Successful Turnaround Strategies and Their Implementation, Harmondsworth: Penguin, 1984. Turner, Barry A., “The Organizational and Interorganizational Development of Disasters,” Administrative Science Quarterly, Vol. 21, pp. 380-1, 1976. Weick,K. E. (2001), Managing the Unexpected, CA: Jossey-Bass. 于鳳娟譯(2000),<<危機管理>>,台北:五南圖書出版公司。Lerbeginer, O. (1997), The Crisis Manager: Facing Risk and Responsibility, NY: LEA. 朱愛群(2002),<<危機管理:解讀災難謎咒>>,台北:五南圖書出版公司。 菲利普。萊斯禮 (Lesly, Philip) 編,石芳瑜,蔡承志等譯(2000),<<公關聖經>>,臺北: 商具周刊出版社。 羅伯特。希斯 著,王成,宋炳輝,金瑛 譯 (2000), <<危機管理>>,北京:中信出版社。 龜岡丈郎(2001),<<IBM 與危機管理>>,東京:早稻田出版。(日文) 後滕正彥(2001),Risk Communications of Companies, 東京:日本能率協會。(日文) 鈴木敏正(2002) ,Risk Management System,東京:日刊工業新聞社。(日文) 大泉光一(2002) ,Crisis Management,三版,東京:同文館出版。(日文) Individual case study assignment (ICSA) - Crisis in Organization - Emergency Preparedness - Crisis Management Course Arrangement and Requirement The course consists of seminars, cases studies, role-play and the production of a crisis blueprint. Guest speakers from relevant industries will be invited to the class to share their experience with participants. Each study group will prepare and present a crisis blueprint according to a scenario 7
  8. 8. A) You are required to attend and participate in classroom discussion and presentation. Remember to share equal responsibility among participants within a study group and make sure that you have equal opportunity of showing your knowledge in crisis management. In particular, participants are required to carefully read six cases (see cases for formal discussion) at home and join the class for discussion. Nevertheless, participants are also advised to discuss, if possible, among themselves in small groups. The level of participation in case discussion will be used to determine participation assessment. Form groups of four and conduct a written analysis on “Hong Kong Hospital Authority: the Case of SARS”. On the day when the case analysis is submitted, you may be asked to defend your viewpoints on an individual basis. B) Use the same group membership as in B. An organisation that has experienced a crisis will be assigned to each group. Each group is requested to write a report on one major issue of the crisis. The report should essentially a result of performing the following tasks (not necessarily in the right order):  Give an account of the organisation in terms of its background, mission and vision, organization structure, services or products, and target markets before the crisis;  Conduct a vulnerabilities analysis for the organisation;  Design a crisis management plan (CMP) or an emergency management plan manual (EMPM);  Describe the crisis;  Design a crisis communications plan  Compare you plan with what the organisation has done; and  Comment on the performance of organisation in terms of its capability and performance of handing the crisis. Your plan should include and discuss mutual exclusive and exhaustive alternatives of possible actions. All groups and their members have to present their report at the end of the course. Before the presentation, other group members are required to collect information from newspapers or other sources so as to have background knowledge of the crisis. C) “Examination” will be conducted in terms of the following individual assignments: (E1) Use the case, “考試及評核局:財赤困難”as a reference point, write a short paper of about 750-1000 words on potential crises and their possible damage to the department. (12.5%) 8
  9. 9. (E2) You will be given a newspaper clipping. Imaging that you are the spokesperson of the company, write a short paper of about 750-1000 words on possible questions to be raised by reporters and the relevant answers to these questions. (12.5%) Class Schedule (as attached) Others Given the abundance of the materials we are supposed to cover, students are responsible to read all the materials in the perspective chapters even if the instructor does NOT introduce them all in the lecture because of the time constraint. However, students are always welcome to discuss with the professor. Communication with the Instructor For Dr. Yau - you can contact his assistant or call the office to arrange a proper time. Course Policies Electronic Device Policy Electronic devices are required to be turned off in the classroom. Calculators and computers are prohibited during examinations unless otherwise specified. Laptop and/or personal computing devices may be used in lecture for the purpose of taking notes. Attendance Policy Students are expected to attend all scheduled classes. If you miss an assignment due date or other changes because you are absent, it is your responsibility. It is also your responsibility to obtain notes and possible changes in the schedule from other students if you are absent. Assignment Policy For all homework assignment submissions, make sure you type your name, student ID, exercise number and submission date on the cover page (required). For GCSA paper, ALL group members shall be listed as the above format. All homework assignments must be typewritten, double line space, 12 points Times New Roman. If an exercise requires multiple sheets, you must staple them together. Do not staple different assignments together. Disorganized assignments (pages out of order, mislabeled, no cover page, unreadable, etc.) will receive at most 50% of the full credits. If there are multiple sheets to be handed in, you should sequence them according to the order you were instructed to do. Late homework assignments, projects, or any other kind of work past due within one week will receive at most 50% of the full credits. Any work that is past due more than one week will receive no credits at all. 9
  10. 10. I expect all homework assignments to be your original work. This means that you have your hands on the keyboard when you are doing the homework and that all files and printouts are created by you. Appeals Policy To appeal a grade, contact your instructor within 7 days after the homework assignment/project being returned. Overdue appeals will not be accepted. Incomplete Grade Policy In most cases, students will not be given an incomplete grade in the course unless they have sound reason and documented evidence. A student who receives an incomplete must have completed or passed a significant portion of the course. Disabilities Policy Please notify the instructor during the first 2 weeks of any accommodations needed for the course. Academic Misconduct Students are expected to uphold the school’s standard of conduct relating to academic honesty. Grading Policy Participation 20% Case Studies 25% Group Project 30% Examination 25% 10