Institute of International Management
Crisis Management and Public Communication
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):
Prof. Oliver H.M. Yau, PhD
No., University Rd., Tainan 701 firstname.lastname@example.org
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.
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
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.
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
Disarray at the Top
3. Prevention of Crisis
• Crisis Forecasting
• Crisis Intervention
• Crisis Management Plans
• Identification of Crisis
• Marketing of Crisis
4. Management of Crisis
Making and Implementing Choices
Conducting aftermath of the crisis
• 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
- Caponigro, Jeffrey R., Crisis Counselor, Ill.: Contemporary Books, 2000（台灣有中
- 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.
Bridges, William (1993), Surviving Corporate Transition: Rational Management in a World of
Mergers, Layoffs, Start-Ups, Takeovers, Divestitures, Deregulation, and New Technologies, New
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-
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,
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.
Ledger, Frank (1995), Crisis Management in the Power Industry: An Inside Story, London; New
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
McMains, M.J. and Mullins, W.C. (2001), Crisis Negotiations, 2nd edition, OH: Anderson
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
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.
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.
菲利普。萊斯禮 (Lesly, Philip) 編，石芳瑜，蔡承志等譯(2000)，<<公關聖經>>，臺北：
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。
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
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
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
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
Conduct a vulnerabilities analysis for the organisation;
Design a crisis management plan (CMP) or an emergency management plan
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
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%)
(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
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.
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.
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.
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.
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.
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.
Please notify the instructor during the first 2 weeks of any accommodations needed for
Students are expected to uphold the school’s standard of conduct relating to academic
Case Studies 25%
Group Project 30%