The article focuses on the problems of oppressive industries in the context of their vulnerability
to crisis situations. These critical industries have been subjected to scientific research,
which showed that they have more crisis experience, i.e. they more often go through image
crises. Thanks to this, managers representing companies operating in this industry are more
aware and better prepared for possible image crises. Business entities classified as oppressive
industries are normally more susceptible to crisis situations. This type of enterprises need to
be aware of this fact and prepared for image-related problems. Classifying industry as oppressive
seems to be well-grounded due to such factors as susceptibility of entities operating
within the industry to external factors, the complexity of processes performed in the process
of production and rendering services, as well as the ultimate consumer’s complicity in those
processes. The image crisis involves not only negative implications, but also positive
effects – it can be considered as an industry’s immune system which gains strength every time
a crisis is properly managed.
Critical Vulnerability of the Leading Industries of the Polish EconomyDariusz Tworzydło
The perspective of the division into industries gives the opportunity to implement more
advanced analyses regarding the type and frequency of image crises. Scientifi c objective: The
presentation of an example of how to select oppressive industries based on a model referring to the leading branches of the Polish economy. Research methods: The quantitative research using an auditorium questionnaire conducted among PR specialists and desk research, incl.
500 List of the “Rzeczpospolita” daily. Results and conclusions: Studies have shown that there
is a group of industries operating on the market that are particularly vulnerable to the occurrence
of communicational crisis situations. The results show that the enterprises included in this group (e.g. Companies representing the public, food, pharmaceutical or telecommunications sectors)
are more likely to attract image crises and are more often forced to manage them. Therefore,
the company’s business activity has been analysed based on the principle of a crisis magnetism,
which attracts many unfavourable phenomena from the internal and external environment of the
organisation. Cognitive value: The presented results may provide support for both the assessment
of the effects of public relations and media science techniques (e.g. media coverage analysis).
THE ROLE OF CRISIS PREVENTION FROM THE PERSPECTIVE OF THE BIGGEST POLISH COMP...Dariusz Tworzydło
The article constitutes a presentation of the results of research devoted to the current trends in crisis PR. The authors of
the work made an attempt to diagnose crisis prevention in a cross-section of two dimensions. On the one hand the perspective of business (survey of companies) was presented and on the other hand experts' opinions (survey of the leaders of public relations agencies) were shown. As a result of analyses a point model of an immune system, which takes into consideration the key instruments of crisis methodology (developed procedures in form of communication management book, dedicated anti-crisis structures in an organization, crisis team with a fixed membership and a system
of communication trainings) was designed. Diagnosis of prevention measures of the leaders of Polish business — based on the years 2007–2017 showed major deficiencies in the degree of companies' preparation for the risk of crisis.
Model of the diagnostic field as an element of support for public relations a...Dariusz Tworzydło
One of the key issues related to crisis management is awareness combined with the actual
state of preparation. Not always awareness goes hand in hand with the resources and documentation that the company has. This is the subject of analysis carried out within the
diagnostic square, which is an attempt to capture within one analysis two key planes in image
crisis situations: the actual situation and the declared preparation on the part of managers.
Effective Management in Image Crisis in the Example of Tiger Brand.pdfDariusz Tworzydło
The article contains an analysis of Tiger’s brand image during the crisis in 2017. Scientifi c
objective: To evaluate the effectiveness of crisis communication activities of the studied company. Research methods: Analysis of materials obtained from media monitoring, as well as desk research from the analyzed company. Results and conclusions: The study shows the
response methods and actions taken by the company in the analyzed crisis. The key determinants of the crisis were indicated as well as the factors that contributed to the proper resolution of the
crisis situation. One of the essential components of the paper is also the analysis of actions taken
by the company after the end of the crisis. The mistakes made by the company in the fi eld of
crisis management have also been described. Cognitive value: The paper contains a consistent
description of crisis events that affected the brand, provides an objective look at the image crisis,
along with the assessment of the methods and tools used.
FEATURES OF EFFECTIVE CRISIS COMMUNICATION BASED ON PUBLIC RELATIONS PROFES...Dariusz Tworzydło
The way of conducting communication during the image crisis is a special type of challenge for the company. Lack of preparation of the company for proper communication management may be crucial in averting and/or reducing the effects of crises. The paper presents the results of research conducted among experts from the PR industry and representatives of the largest Polish enterprises from the 500 List compiled by “Rzeczpospolita” daily newspaper. The vast majority of Polish enterprises show an open-minded approach to crisis communication. Companies from oppressive industries, where crises occur more often, are better prepared for crisis communication. The determinants of effective communication in the situation of image threats are, according to the leaders of public
relations agencies, anti-crisis preparation, presence of procedures, openness and honesty in communication processes as well as quick response time.
COMMUNICATION IN TIMES OF CRISIS AS AN ELEMENT OF BUILDING AN EFFICIENT BRANDDariusz Tworzydło
Crisis is a word which nowadays is used in all forms and contexts. The year 2008 was a prelude to
what now and in the year 2011 concerns not only entrepreneurs, but also every average inhabitant
of the globe. Even though the crisis, the world has found itself in, concerns mainly the economic aspects. Hardly anyone talks about its other implications such as problems in the sphere of image. Despite differing definitions, economy and image are not that far apart, as especially in case of crises both notions are
closely intertwined. It is hard not to notice that in a situation where economic perturbations take place in a company, it becomes very easy to transfer such problems to the area of activities associated with image. Figures, which naturally don’t lie, show us the direction, which later is taken over by messages targeted both at the interior of the organization and the external environment. This way a general crisis of a company deepens, and its situation becomes definitely uncomfortable. In such case not only the issue of economic stabilization but also the way it is presented becomes a problem. Incorrectly managed process of managing a crisis situation may contribute first of all to irreversible changes in the sphere of image or even its bankruptcy, which may in turn lead to financial losses. For this reason its is essential to prepare appropriate documentation, which can help efficiently communicate in times of crisis or avert a crisis before it actually takes place. This is the subject of this article, which is supposed to show whether Polish companies are prepared for an image crisis and how it is possible to cope with it. The article refers mainly to the results of the research carried out by a team under the guidance of the author of this article and the president of Alter Media Communications, Adam Łaszyn.
The RM To BC Route Presentation Notes John Agius 21052012John Agius
Accompanying notes (paper) to the presentation with the same title prepared for the G31000 International Conference on ISO 31000 Standard, Paris - France 21-22 May 2012
Situational crisis communication theory (SCCT).docxbudabrooks46239
Situational crisis communication theory (SCCT)
It was proposed by W. Timothy Coombs implying that there is need for crisis managers to harmonize strategic crisis responses to the extent of crisis responsibility and threat to reputation caused by that crisis. Crisis type evaluation, history of the crisis and previous relationship reputation assist crisis managers to forecast the level of threat to the organization and how the organization’s publics are likely to perceive the crisis and respond to the crisis (Coombs & Holladay, 2012). A crisis is any threat to operations of an organization that can have significant negative effects if not handled properly. These threats could involve loss of reputation, financial meltdown or even a hazard to public safety. Coombs created an experimental SCCT that gives communicators scientific support in decision making implying that actions by an organization after the crisis depend on the situation of the crisis (Coombs, 2007).
Coombs designed strategy guidelines in response to a crisis. The first step is that information and adjustment to the information are adequate when the crisis has minimum crisis responsibility attribution (victim crises) and absence of history of identical crises prior to the reputation of the relationship. Playing victim may be used partly in response to violence, tampering with products, rumors and natural disasters (Coombs & Holladay, 2002). Strategies for reducing the crisis should be employed for any crisis with minimum crisis responsibility attribution (victim crises) and absence of history of identical crises prior to the reputation of the relationship. Rebuilding actions must be taken for a crisis with a low attribution of crisis responsibility (accidental).
Rebuilding response strategies must be used for a crisis with strong attribution of crisis responsibility (preventable) irrespective of history or previous relationship with reputation. The strategy of denying must only be used in the case of rumors when necessary. Consistency has to be maintained throughout the crisis to increase effectiveness of the response to the crisis (Coombs, 2006a). The main factor determining an effective strategic response to a crisis is understanding of the situation and the amount of threat posed by the crisis. Threat to reputation is influenced by the initial crisis responsibility, history of the crisis and previous relational reputation.
Initial crisis responsibility is based on quickness, accuracy and consistency. A response to a crisis must be provided as soon as it occurs. During a crisis, people need to know the cause and experts in crisis management usually talk of information vacuums created by the crisis. Accurate information needs to be disseminated to the public (Coombs, 2007). Any statements that are not correct have to be corrected since they make an organization look incompetent. Speaking with one voice during a crisis maintains accuracy. Consistent feedback needs to b.
Critical Vulnerability of the Leading Industries of the Polish EconomyDariusz Tworzydło
The perspective of the division into industries gives the opportunity to implement more
advanced analyses regarding the type and frequency of image crises. Scientifi c objective: The
presentation of an example of how to select oppressive industries based on a model referring to the leading branches of the Polish economy. Research methods: The quantitative research using an auditorium questionnaire conducted among PR specialists and desk research, incl.
500 List of the “Rzeczpospolita” daily. Results and conclusions: Studies have shown that there
is a group of industries operating on the market that are particularly vulnerable to the occurrence
of communicational crisis situations. The results show that the enterprises included in this group (e.g. Companies representing the public, food, pharmaceutical or telecommunications sectors)
are more likely to attract image crises and are more often forced to manage them. Therefore,
the company’s business activity has been analysed based on the principle of a crisis magnetism,
which attracts many unfavourable phenomena from the internal and external environment of the
organisation. Cognitive value: The presented results may provide support for both the assessment
of the effects of public relations and media science techniques (e.g. media coverage analysis).
THE ROLE OF CRISIS PREVENTION FROM THE PERSPECTIVE OF THE BIGGEST POLISH COMP...Dariusz Tworzydło
The article constitutes a presentation of the results of research devoted to the current trends in crisis PR. The authors of
the work made an attempt to diagnose crisis prevention in a cross-section of two dimensions. On the one hand the perspective of business (survey of companies) was presented and on the other hand experts' opinions (survey of the leaders of public relations agencies) were shown. As a result of analyses a point model of an immune system, which takes into consideration the key instruments of crisis methodology (developed procedures in form of communication management book, dedicated anti-crisis structures in an organization, crisis team with a fixed membership and a system
of communication trainings) was designed. Diagnosis of prevention measures of the leaders of Polish business — based on the years 2007–2017 showed major deficiencies in the degree of companies' preparation for the risk of crisis.
Model of the diagnostic field as an element of support for public relations a...Dariusz Tworzydło
One of the key issues related to crisis management is awareness combined with the actual
state of preparation. Not always awareness goes hand in hand with the resources and documentation that the company has. This is the subject of analysis carried out within the
diagnostic square, which is an attempt to capture within one analysis two key planes in image
crisis situations: the actual situation and the declared preparation on the part of managers.
Effective Management in Image Crisis in the Example of Tiger Brand.pdfDariusz Tworzydło
The article contains an analysis of Tiger’s brand image during the crisis in 2017. Scientifi c
objective: To evaluate the effectiveness of crisis communication activities of the studied company. Research methods: Analysis of materials obtained from media monitoring, as well as desk research from the analyzed company. Results and conclusions: The study shows the
response methods and actions taken by the company in the analyzed crisis. The key determinants of the crisis were indicated as well as the factors that contributed to the proper resolution of the
crisis situation. One of the essential components of the paper is also the analysis of actions taken
by the company after the end of the crisis. The mistakes made by the company in the fi eld of
crisis management have also been described. Cognitive value: The paper contains a consistent
description of crisis events that affected the brand, provides an objective look at the image crisis,
along with the assessment of the methods and tools used.
FEATURES OF EFFECTIVE CRISIS COMMUNICATION BASED ON PUBLIC RELATIONS PROFES...Dariusz Tworzydło
The way of conducting communication during the image crisis is a special type of challenge for the company. Lack of preparation of the company for proper communication management may be crucial in averting and/or reducing the effects of crises. The paper presents the results of research conducted among experts from the PR industry and representatives of the largest Polish enterprises from the 500 List compiled by “Rzeczpospolita” daily newspaper. The vast majority of Polish enterprises show an open-minded approach to crisis communication. Companies from oppressive industries, where crises occur more often, are better prepared for crisis communication. The determinants of effective communication in the situation of image threats are, according to the leaders of public
relations agencies, anti-crisis preparation, presence of procedures, openness and honesty in communication processes as well as quick response time.
COMMUNICATION IN TIMES OF CRISIS AS AN ELEMENT OF BUILDING AN EFFICIENT BRANDDariusz Tworzydło
Crisis is a word which nowadays is used in all forms and contexts. The year 2008 was a prelude to
what now and in the year 2011 concerns not only entrepreneurs, but also every average inhabitant
of the globe. Even though the crisis, the world has found itself in, concerns mainly the economic aspects. Hardly anyone talks about its other implications such as problems in the sphere of image. Despite differing definitions, economy and image are not that far apart, as especially in case of crises both notions are
closely intertwined. It is hard not to notice that in a situation where economic perturbations take place in a company, it becomes very easy to transfer such problems to the area of activities associated with image. Figures, which naturally don’t lie, show us the direction, which later is taken over by messages targeted both at the interior of the organization and the external environment. This way a general crisis of a company deepens, and its situation becomes definitely uncomfortable. In such case not only the issue of economic stabilization but also the way it is presented becomes a problem. Incorrectly managed process of managing a crisis situation may contribute first of all to irreversible changes in the sphere of image or even its bankruptcy, which may in turn lead to financial losses. For this reason its is essential to prepare appropriate documentation, which can help efficiently communicate in times of crisis or avert a crisis before it actually takes place. This is the subject of this article, which is supposed to show whether Polish companies are prepared for an image crisis and how it is possible to cope with it. The article refers mainly to the results of the research carried out by a team under the guidance of the author of this article and the president of Alter Media Communications, Adam Łaszyn.
The RM To BC Route Presentation Notes John Agius 21052012John Agius
Accompanying notes (paper) to the presentation with the same title prepared for the G31000 International Conference on ISO 31000 Standard, Paris - France 21-22 May 2012
Situational crisis communication theory (SCCT).docxbudabrooks46239
Situational crisis communication theory (SCCT)
It was proposed by W. Timothy Coombs implying that there is need for crisis managers to harmonize strategic crisis responses to the extent of crisis responsibility and threat to reputation caused by that crisis. Crisis type evaluation, history of the crisis and previous relationship reputation assist crisis managers to forecast the level of threat to the organization and how the organization’s publics are likely to perceive the crisis and respond to the crisis (Coombs & Holladay, 2012). A crisis is any threat to operations of an organization that can have significant negative effects if not handled properly. These threats could involve loss of reputation, financial meltdown or even a hazard to public safety. Coombs created an experimental SCCT that gives communicators scientific support in decision making implying that actions by an organization after the crisis depend on the situation of the crisis (Coombs, 2007).
Coombs designed strategy guidelines in response to a crisis. The first step is that information and adjustment to the information are adequate when the crisis has minimum crisis responsibility attribution (victim crises) and absence of history of identical crises prior to the reputation of the relationship. Playing victim may be used partly in response to violence, tampering with products, rumors and natural disasters (Coombs & Holladay, 2002). Strategies for reducing the crisis should be employed for any crisis with minimum crisis responsibility attribution (victim crises) and absence of history of identical crises prior to the reputation of the relationship. Rebuilding actions must be taken for a crisis with a low attribution of crisis responsibility (accidental).
Rebuilding response strategies must be used for a crisis with strong attribution of crisis responsibility (preventable) irrespective of history or previous relationship with reputation. The strategy of denying must only be used in the case of rumors when necessary. Consistency has to be maintained throughout the crisis to increase effectiveness of the response to the crisis (Coombs, 2006a). The main factor determining an effective strategic response to a crisis is understanding of the situation and the amount of threat posed by the crisis. Threat to reputation is influenced by the initial crisis responsibility, history of the crisis and previous relational reputation.
Initial crisis responsibility is based on quickness, accuracy and consistency. A response to a crisis must be provided as soon as it occurs. During a crisis, people need to know the cause and experts in crisis management usually talk of information vacuums created by the crisis. Accurate information needs to be disseminated to the public (Coombs, 2007). Any statements that are not correct have to be corrected since they make an organization look incompetent. Speaking with one voice during a crisis maintains accuracy. Consistent feedback needs to b.
DOMAIN-DRIVEN DESIGN AND SOFT SYSTEMS METHODOLOGY AS A FRAMEWORK TO AVOID SOF...Panagiotis Papaioannou
A crisis is considered to be an issue concerning complex systems like societies, organizations or even families. It can be defined as the situation in which the system functions poorly, the causes of the dysfunction are not immediately identified and immediate decisions need to be made.
The type and duration of a crisis may require different kinds of decision making. In a long-term crisis, when system changes may be required, the active participation of the affected people may be more important than the power and dynamics of the leadership. Software crises, in their contemporary form as organizational malfunctions, can still affect the viability of any organization.
In this paper, we highlight the systemic aspects of a crisis, the complexity behind that and the role of systemic methodologies to explore its root causes and to design effective interventions. Our focus is on modelling as a means to simplify the complexity of the regarded phenomena and to build a knowledge consensus among stakeholders. Domain-Driven Design comes from software as an approach to deal with complex projects. It is based on models exploration in a creative collaboration between domain practitioners and solution providers. SSM is an established methodology for dealing with wicked situations. It incorporates the use of models and, along with Domain-Driven Design and other systemic methodologies can be employed to develop a common perception of the situation and a common language between interested parties in a crisis situation.
Page 27Chapter Three— A Best Practice ModelA Genera.docxkarlhennesey
Page 27
Chapter Three—
A Best Practice Model:
A General Framework for Crisis Management
''The only way to make bedrock, largescale change in an organization is to teach it how to be different, not how to do something differently."
Jac Fitzenz, The ROI of Human Capital
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 1/14/2020 1:03 PM via FLORIDA INTL UNIV
AN: 50485 ; Mitroff, Ian I..; Managing Crises Before They Happen : What Every Executive and Manager Needs to Know About Crisis Management
Account: s8862125.main.ehost
Page 29
One of the most important findings from studying a large number and a wide variety of different crises is that there is a method, or a general framework, for managing
major crises. If there weren't such a method or framework, the situation would be truly hopeless. This is not to say that even with the best methods or frameworks one
can prevent all crises. Indeed, complete prevention is impossible. Nonetheless, with appropriate and advanced planning and preparation, one can limit substantially
both the duration of and the damage caused by major crises. In fact, it has been found repeatedly that those organizations that are prepared for major crises not only
recover substantially faster but with significantly less damage than those organizations that are not prepared. 1
There are other substantial benefits that accrue from being prepared for major crises. One, an organization's major business objectives are less likely to be derailed.
For this reason, one is better able to make a strong case for top management giving their strong support for a major program in crisis management. Two, since there
are a number of key overlaps between CM and other important organizational programs—
EBSCOhost - printed on 1/14/2020 1:03 PM via FLORIDA INTL UNIV. All use subject to https://www.ebsco.com/terms-of-use
Page 30
CM must not be viewed as another, standalone program. Unless it is integrated with other important programs, it will not succeed, and neither will the
other programs.
such as environmentalism, issues management, reengineering, strategic planning, and quality assurance—CM can help to effect the integration that is needed between
various key programs. Especially in today's world, one cannot keep adding new and costly programs to an organization, no matter how important each individual
program is. In today's world, one must take advantage of every possible synergy. For this reason, CM must not be viewed as another separate, standalone program.
Indeed, unless CM is integrated with other important programs, it ...
Crisis management for non crisis managers Taha ABULAYNINTaha ABULAYNIN
Crisis management for non crisis managers
What is Crisis?
Crisis Characteristics
Crisis vs. incidents
Risk to Crisis
Crisis Typology
Crisis management
Operating During Crisis
Strategic management and crisis
Abstract: Risk management is an activity which integrates recognition of risk, risk assessment, developing strategies to manage it, and mitigation of risk using managerial resources. Some traditional risk managements are focused on risks stemming from physical or legal causes (e.g. natural disasters or fires, accidents, death). Financial risk management, on the other hand, focuses on risks that can be managed using traded financial instruments. Objective of risk management is to reduce different risks related to a pre-selected domain to an acceptable. It may refer to numerous types of threats caused by environment, technology, humans, organizations and politics. The paper describes the different steps in the risk management process which methods are used in the different steps, and provides some examples for risk and safety management.
Crisis Management and Communications by W. Timothy Coombs, P.docxfaithxdunce63732
Crisis Management and Communications
by W. Timothy Coombs, Ph.D
October 30, 2007
Introduction
Crisis management is a critical organizational function. Failure can result in serious harm to stakeholders, losses
for an organization, or end its very existence. Public relations practitioners are an integral part of crisis
management teams. So a set of best practices and lessons gleaned from our knowledge of crisis management
would be a very useful resource for those in public relations. Volumes have been written about crisis
management by both practitioners and researchers from many different disciplines making it a challenge to
synthesize what we know about crisis management and public relations’ place in that knowledge base. The best
place to start this effort is by defining critical concepts.
Definitions
There are plenty of definitions for a crisis. For this entry, the definition reflects key points found in the various
discussions of what constitutes a crisis. A crisis is defined here as a significant threat to operations that can have
negative consequences if not handled properly. In crisis management, the threat is the potential damage a crisis
can inflict on an organization, its stakeholders, and an industry. A crisis can create three related threats: (1)
public safety, (2) financial loss, and (3) reputation loss. Some crises, such as industrial accidents and product
harm, can result in injuries and even loss of lives. Crises can create financial loss by disrupting operations,
creating a loss of market share/purchase intentions, or spawning lawsuits related to the crisis. As Dilenschneider
(2000) noted in The Corporate Communications Bible, all crises threaten to tarnish an organization’s reputation.
A crisis reflects poorly on an organization and will damage a reputation to some degree. Clearly these three
threats are interrelated. Injuries or deaths will result in financial and reputation loss while reputations have a
financial impact on organizations.
Effective crisis management handles the threats sequentially. The primary concern in a crisis has to be public
safety. A failure to address public safety intensifies the damage from a crisis. Reputation and financial concerns
are considered after public safety has been remedied. Ultimately, crisis management is designed to protect an
organization and its stakeholders from threats and/or reduce the impact felt by threats.
Crisis management is a process designed to prevent or lessen the damage a crisis can inflict on an organization
and its stakeholders. As a process, crisis management is not just one thing. Crisis management can be divided
into three phases: (1) pre-crisis, (2) crisis response, and (3) post-crisis. The pre-crisis phase is concerned with
prevention and preparation. The crisis response phase is when management must actually respond to a crisis.
The post-crisis phase looks for ways to better prepare for the next.
This is a comparative analysis of the cruise ship industry. I compared three different cruise ship crisis communication plans and then made recommendations from a public relations perspective. I created this in a Public Relations Writing course.
– RISK MANAGEMENT: PROCEDURES, METHODS AND EXPERIENCES RT&A # 2(17) (Vol.1) 2010, June 83 Figure 2. Risk management process. The establishment of the context and culture is undertaken through a number of environmental analyses that include, e.g., a review of the regulatory requirements, codes and standards, industry guidelines as well as the relevant corporate documents and the previous year’s risk management and business plans. Part of this step is also to develop risk criteria. The criteria should reflect the context defined, often depending on an internal policies, goals and objectives of the organization and the interests of stakeholders. Criteria may be affected by the perceptions of stakeholders and by legal or regulatory requirements
SUCCESS FACTORS AND LIMITATIONS OF EFFICIENT INTERNAL COMMUNICATIONDariusz Tworzydło
The article covers the key issues of internal communication within an organization. It highlights the benefits
of implementation of transparent communication principles for a company. It identifies objectives and
presents selected communication tools. In the article, also guidelines for carrying out research in the
context of development of an internal communication strategy can be found. Selected research areas of
the process of planning and implementation of strategic assumptions have been presented. Factors limiting
effective implementation of an internal communication strategy have been discussed.
Praca dziennikarza w czasie koronawirusa i lockdownDariusz Tworzydło
Zrealizowany przez Polską Agencję Prasową oraz Instytut Rozwoju Społeczeństwa Informacyjnego projekt badawczy jest pierwszym tak szerokim badaniem, które objęło dziennikarzy i media w kontekście zmian jakie zaszły w związku z koronawirusem. Pozyskane dane mogą stanowić ważny wkład w zakresie poszerzania wiedzy niezbędnej zarówno dziennikarzom, jak i innym podmiotom, które dokonują oceny wpływu zjawisk związanych z COVID-19 na poszczególne branże i sektory gospodarki. Zebrane przez nas dane i wnioski dotyczące m.in. pracy dziennikarzy w dobie koronawirusa, oceny takich aspektów jak wykorzystywane
narzędzia, zmiany w ich zakresie czy w końcu przejście na tryb on-line w pracy, mogą
wzmocnić zakres dotychczas istniejącej wiedzy w tym zakresie, ale także określić co nas czeka
w najbliższej przyszłości.
Jednym z tematów poddanych przez nas badaniom była kwestia współpracy na linii dziennikarze-
public relations. Tu także zaszły zmiany. Ocenialiśmy w jakich obszarach relacje te były
kluczowe, ale także czy pandemia spowodowała, że stały się trudniejsze. Zweryfikowaliśmy
na czym te trudności polegały. Sporo uwagi w badaniu poświęciliśmy także tematowi fake newsów. Poszukiwaliśmy odpowiedzi na pytanie w jaki sposób dziennikarze radzili sobie
z problemami nieprawdziwych informacji. Zweryfikowaliśmy jak dziennikarze podchodzą
do fake newsów, czy sprawdzają uzyskiwane informacje, a także czy korzystają ze stron fact-
-checking’owych. Bardzo dużo wagi w badaniach poświęciliśmy identyfikacji trwałych skutków
pandemii odnośnie korzystania z wybranych form komunikacji.
Dziękujemy wszystkim dziennikarzom, którzy zechcieli podzielić się z nami swoją wiedzą
i doświadczeniem. Jesteśmy przekonani, że zrealizowany przez nas projekt może stanowić
podstawę w pogłębianiu wybranych wątków, które przeanalizowaliśmy. Jednak przede wszystkim
powinien on stanowić pole analizy w kontekście stanu branży dziennikarskiej oraz perspektyw
jakie stoją przed mediami.
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DOMAIN-DRIVEN DESIGN AND SOFT SYSTEMS METHODOLOGY AS A FRAMEWORK TO AVOID SOF...Panagiotis Papaioannou
A crisis is considered to be an issue concerning complex systems like societies, organizations or even families. It can be defined as the situation in which the system functions poorly, the causes of the dysfunction are not immediately identified and immediate decisions need to be made.
The type and duration of a crisis may require different kinds of decision making. In a long-term crisis, when system changes may be required, the active participation of the affected people may be more important than the power and dynamics of the leadership. Software crises, in their contemporary form as organizational malfunctions, can still affect the viability of any organization.
In this paper, we highlight the systemic aspects of a crisis, the complexity behind that and the role of systemic methodologies to explore its root causes and to design effective interventions. Our focus is on modelling as a means to simplify the complexity of the regarded phenomena and to build a knowledge consensus among stakeholders. Domain-Driven Design comes from software as an approach to deal with complex projects. It is based on models exploration in a creative collaboration between domain practitioners and solution providers. SSM is an established methodology for dealing with wicked situations. It incorporates the use of models and, along with Domain-Driven Design and other systemic methodologies can be employed to develop a common perception of the situation and a common language between interested parties in a crisis situation.
Page 27Chapter Three— A Best Practice ModelA Genera.docxkarlhennesey
Page 27
Chapter Three—
A Best Practice Model:
A General Framework for Crisis Management
''The only way to make bedrock, largescale change in an organization is to teach it how to be different, not how to do something differently."
Jac Fitzenz, The ROI of Human Capital
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EBSCO Publishing : eBook Collection (EBSCOhost) - printed on 1/14/2020 1:03 PM via FLORIDA INTL UNIV
AN: 50485 ; Mitroff, Ian I..; Managing Crises Before They Happen : What Every Executive and Manager Needs to Know About Crisis Management
Account: s8862125.main.ehost
Page 29
One of the most important findings from studying a large number and a wide variety of different crises is that there is a method, or a general framework, for managing
major crises. If there weren't such a method or framework, the situation would be truly hopeless. This is not to say that even with the best methods or frameworks one
can prevent all crises. Indeed, complete prevention is impossible. Nonetheless, with appropriate and advanced planning and preparation, one can limit substantially
both the duration of and the damage caused by major crises. In fact, it has been found repeatedly that those organizations that are prepared for major crises not only
recover substantially faster but with significantly less damage than those organizations that are not prepared. 1
There are other substantial benefits that accrue from being prepared for major crises. One, an organization's major business objectives are less likely to be derailed.
For this reason, one is better able to make a strong case for top management giving their strong support for a major program in crisis management. Two, since there
are a number of key overlaps between CM and other important organizational programs—
EBSCOhost - printed on 1/14/2020 1:03 PM via FLORIDA INTL UNIV. All use subject to https://www.ebsco.com/terms-of-use
Page 30
CM must not be viewed as another, standalone program. Unless it is integrated with other important programs, it will not succeed, and neither will the
other programs.
such as environmentalism, issues management, reengineering, strategic planning, and quality assurance—CM can help to effect the integration that is needed between
various key programs. Especially in today's world, one cannot keep adding new and costly programs to an organization, no matter how important each individual
program is. In today's world, one must take advantage of every possible synergy. For this reason, CM must not be viewed as another separate, standalone program.
Indeed, unless CM is integrated with other important programs, it ...
Crisis management for non crisis managers Taha ABULAYNINTaha ABULAYNIN
Crisis management for non crisis managers
What is Crisis?
Crisis Characteristics
Crisis vs. incidents
Risk to Crisis
Crisis Typology
Crisis management
Operating During Crisis
Strategic management and crisis
Abstract: Risk management is an activity which integrates recognition of risk, risk assessment, developing strategies to manage it, and mitigation of risk using managerial resources. Some traditional risk managements are focused on risks stemming from physical or legal causes (e.g. natural disasters or fires, accidents, death). Financial risk management, on the other hand, focuses on risks that can be managed using traded financial instruments. Objective of risk management is to reduce different risks related to a pre-selected domain to an acceptable. It may refer to numerous types of threats caused by environment, technology, humans, organizations and politics. The paper describes the different steps in the risk management process which methods are used in the different steps, and provides some examples for risk and safety management.
Crisis Management and Communications by W. Timothy Coombs, P.docxfaithxdunce63732
Crisis Management and Communications
by W. Timothy Coombs, Ph.D
October 30, 2007
Introduction
Crisis management is a critical organizational function. Failure can result in serious harm to stakeholders, losses
for an organization, or end its very existence. Public relations practitioners are an integral part of crisis
management teams. So a set of best practices and lessons gleaned from our knowledge of crisis management
would be a very useful resource for those in public relations. Volumes have been written about crisis
management by both practitioners and researchers from many different disciplines making it a challenge to
synthesize what we know about crisis management and public relations’ place in that knowledge base. The best
place to start this effort is by defining critical concepts.
Definitions
There are plenty of definitions for a crisis. For this entry, the definition reflects key points found in the various
discussions of what constitutes a crisis. A crisis is defined here as a significant threat to operations that can have
negative consequences if not handled properly. In crisis management, the threat is the potential damage a crisis
can inflict on an organization, its stakeholders, and an industry. A crisis can create three related threats: (1)
public safety, (2) financial loss, and (3) reputation loss. Some crises, such as industrial accidents and product
harm, can result in injuries and even loss of lives. Crises can create financial loss by disrupting operations,
creating a loss of market share/purchase intentions, or spawning lawsuits related to the crisis. As Dilenschneider
(2000) noted in The Corporate Communications Bible, all crises threaten to tarnish an organization’s reputation.
A crisis reflects poorly on an organization and will damage a reputation to some degree. Clearly these three
threats are interrelated. Injuries or deaths will result in financial and reputation loss while reputations have a
financial impact on organizations.
Effective crisis management handles the threats sequentially. The primary concern in a crisis has to be public
safety. A failure to address public safety intensifies the damage from a crisis. Reputation and financial concerns
are considered after public safety has been remedied. Ultimately, crisis management is designed to protect an
organization and its stakeholders from threats and/or reduce the impact felt by threats.
Crisis management is a process designed to prevent or lessen the damage a crisis can inflict on an organization
and its stakeholders. As a process, crisis management is not just one thing. Crisis management can be divided
into three phases: (1) pre-crisis, (2) crisis response, and (3) post-crisis. The pre-crisis phase is concerned with
prevention and preparation. The crisis response phase is when management must actually respond to a crisis.
The post-crisis phase looks for ways to better prepare for the next.
This is a comparative analysis of the cruise ship industry. I compared three different cruise ship crisis communication plans and then made recommendations from a public relations perspective. I created this in a Public Relations Writing course.
– RISK MANAGEMENT: PROCEDURES, METHODS AND EXPERIENCES RT&A # 2(17) (Vol.1) 2010, June 83 Figure 2. Risk management process. The establishment of the context and culture is undertaken through a number of environmental analyses that include, e.g., a review of the regulatory requirements, codes and standards, industry guidelines as well as the relevant corporate documents and the previous year’s risk management and business plans. Part of this step is also to develop risk criteria. The criteria should reflect the context defined, often depending on an internal policies, goals and objectives of the organization and the interests of stakeholders. Criteria may be affected by the perceptions of stakeholders and by legal or regulatory requirements
SUCCESS FACTORS AND LIMITATIONS OF EFFICIENT INTERNAL COMMUNICATIONDariusz Tworzydło
The article covers the key issues of internal communication within an organization. It highlights the benefits
of implementation of transparent communication principles for a company. It identifies objectives and
presents selected communication tools. In the article, also guidelines for carrying out research in the
context of development of an internal communication strategy can be found. Selected research areas of
the process of planning and implementation of strategic assumptions have been presented. Factors limiting
effective implementation of an internal communication strategy have been discussed.
Praca dziennikarza w czasie koronawirusa i lockdownDariusz Tworzydło
Zrealizowany przez Polską Agencję Prasową oraz Instytut Rozwoju Społeczeństwa Informacyjnego projekt badawczy jest pierwszym tak szerokim badaniem, które objęło dziennikarzy i media w kontekście zmian jakie zaszły w związku z koronawirusem. Pozyskane dane mogą stanowić ważny wkład w zakresie poszerzania wiedzy niezbędnej zarówno dziennikarzom, jak i innym podmiotom, które dokonują oceny wpływu zjawisk związanych z COVID-19 na poszczególne branże i sektory gospodarki. Zebrane przez nas dane i wnioski dotyczące m.in. pracy dziennikarzy w dobie koronawirusa, oceny takich aspektów jak wykorzystywane
narzędzia, zmiany w ich zakresie czy w końcu przejście na tryb on-line w pracy, mogą
wzmocnić zakres dotychczas istniejącej wiedzy w tym zakresie, ale także określić co nas czeka
w najbliższej przyszłości.
Jednym z tematów poddanych przez nas badaniom była kwestia współpracy na linii dziennikarze-
public relations. Tu także zaszły zmiany. Ocenialiśmy w jakich obszarach relacje te były
kluczowe, ale także czy pandemia spowodowała, że stały się trudniejsze. Zweryfikowaliśmy
na czym te trudności polegały. Sporo uwagi w badaniu poświęciliśmy także tematowi fake newsów. Poszukiwaliśmy odpowiedzi na pytanie w jaki sposób dziennikarze radzili sobie
z problemami nieprawdziwych informacji. Zweryfikowaliśmy jak dziennikarze podchodzą
do fake newsów, czy sprawdzają uzyskiwane informacje, a także czy korzystają ze stron fact-
-checking’owych. Bardzo dużo wagi w badaniach poświęciliśmy identyfikacji trwałych skutków
pandemii odnośnie korzystania z wybranych form komunikacji.
Dziękujemy wszystkim dziennikarzom, którzy zechcieli podzielić się z nami swoją wiedzą
i doświadczeniem. Jesteśmy przekonani, że zrealizowany przez nas projekt może stanowić
podstawę w pogłębianiu wybranych wątków, które przeanalizowaliśmy. Jednak przede wszystkim
powinien on stanowić pole analizy w kontekście stanu branży dziennikarskiej oraz perspektyw
jakie stoją przed mediami.
Skuteczne zarządzanie w kryzysie wizerunkowym na przykładzie marki TigerDariusz Tworzydło
Artykuł zawiera analizę wizerunkowej sytuacji kryzysowej, jaka dotknęła markę Tiger w roku
2017. Cel: Ocena skuteczności działań komunikacyjnych badanego podmiotu w zakresie
komunikacji kryzysowej. Metody badań: Analiza materiałów pozyskanych z monitoringu
mediów, a także desk research od analizowanej fi rmy. Wyniki i wnioski: Opracowanie pokazuje
metody reagowania i działania podjęte przez firmę w analizowanym kryzysie. Wskazane
zostały kluczowe determinanty kryzysu, a także czynniki, które przyczyniły się do właściwego
rozwiązania sytuacji kryzysowej. Jednym z istotnych elementów składowych artykułu jest
także analiza działań podjętych przez fi rmę po zakończeniu sytuacji kryzysowej. Opisane
zostały również błędy popełnione przez fi rmę w zakresie zarządzania kryzysowego. Wartość
poznawcza: Materiał zawiera spójny opis wydarzeń kryzysowych, które dotknęły markę, stanowi obiektywne spojrzenie na kryzys wizerunkowy, wraz z oceną zastosowanych metod i narzędzi.
Public relations, to używany coraz częściej termin, którego interpretacja i rozumienie jest tak często błędne
jak i poprawne. Wielu polityków i niektórzy dziennikarze używają tej definicji, aby ukryć w niej działania
nieetyczne, nieuczciwe, kłamstwa, manipulację i oszczerstwa. Wielu z nich nawet nie zdaje sobie sprawy
z tego, jak ważna jest w prawidłowym rozumieniu public relations właściwa interpretacja intencji oraz
kwestia etyki. PR bowiem to budowanie relacji i skuteczne komunikowanie. Takie pojmowanie public relations
jest prawdziwe, chociaż w pełni nie wyczerpuje znaczenia tego terminu. Z pewnością jednak ukierunkowuje myślenie na właściwy tor, o którym tak wielu i tak często, nawet praktyków public relations, zapomina.
The Condition of the Public Relations Industry in Poland: Current Situation a...Dariusz Tworzydło
Purpose: The most important research objective of the project described in this article is to examine the condition of the public relations (PR) industry in Poland in the context of changes taking place in the economy in connection with the COVID-19 pandemic.
Design/Methodology/Approach: The research referred to a study conducted with the use of an auditorium survey in April 2019. The research sample consisted of 253 PR consultants, from various companies and organizations operating in Poland. The second project was a study aimed at understanding the impact of the coronavirus pandemic on the PR industry. 242 PR industry specialists were examined in this project.
Findings: PR specialists in Poland are aware of the challenges and understand how to support companies and institutions affected by the crisis and operating in a changed reality. In our research, six areas have been defined, which may provide a new direction for the PR agency when preparing the service offer. Most of the respondents believe that a PR agency's potential clients will seek external help in communication services like media relations, digital PR, crisis management, lobbying, public affairs, event management, and influencer relations.
Practical Implications: The article presents real and representative opinions of the public relations community expressing concerns and defining the directions of changes caused by the COVID pandemic.
Originality/Value: The article presents the most recent and up-to-date research results on the condition of the PR industry in Poland, which is an important element of the European public relations market. The obtained research results are representative for Poland.
ROLA PROFILAKTYKI ANTYKRYZYSOWEJ Z PERSPEKTYWY NAJWIĘKSZYCH POLSKICH PRZEDSIĘ...Dariusz Tworzydło
Artykuł stanowi prezentację wyników badań, które są poświęcone aktualnym trendom PR-kryzysowego. Autorzy
opracowania podjęli próbę diagnozy profilaktyki antykryzysowej w przekroju dwóch wymiarów. Z jednej
strony przedstawiono stanowisko biznesowe (badanie przedsiębiorstw), z drugiej przywołano głos ekspertów
(badanie liderów agencji public relations). W toku analiz zaprojektowany został model punktowy systemu odpornościowego, który uwzględnia kluczowe narzędzia metodologii kryzysowej (opracowane procedury
w formie księgi zarządzania komunikacją, dedykowane struktury antykryzysowe w organizacji, sztab kryzysowy o ustalonym składzie oraz system szkoleń komunikacyjnych). Diagnoza profilaktyki liderów polskiego biznesu — bazująca na latach 2007–2017 — wykazała znaczące niedobory w stopniu przygotowania przedsiębiorstw na ryzyko kryzysu.
PROCEDURY I NARZĘDZIA ZARZĄDZANIA W SYTUACJACH KRYZYSOWYCH NA PODSTAWIE BADAŃ...Dariusz Tworzydło
W niniejszym artykule zaprezentowane zostaną wybrane procedury, ale także narzędzia, jakie stosuje się w sytuacjach kryzysowych. Prezentacja zostanie dokonana w oparciu o wyniki badań jakościowych, ale także analizę zapisów zawartych w wybranych pozycjach literaturowych, w których temat przygotowania do kryzysu, a także zarządzania nim jest poruszany. Celem artykułu jest zwrócenie uwagi na to, iż możliwe jest ograniczone ale przy tym skuteczne zarządzanie kryzysem, gdy nadejdzie, ale zdecydowanie lepszym podejściem jest przygotowanie organizacji na wypadek zaistnienia sytuacji kryzysowej w sposób ułatwiający reakcję. Skuteczność jednak należy rozpatrywać w tym przypadku dwojako, po pierwsze jako niedopuszczenie do eskalacji kryzysu czy też wyjścia poza mury firmy czy biura zarządu, lub ograniczenie jego negatywnych skutków.
SELECTED ASPECTS OF PUBLIC RELATIONS ACTIVITY ORGANISATION IN POLISH ENTERPRISESDariusz Tworzydło
Public relations activity is treated as an element ensuring the desired reception of the company with the public.
Against a general background on public relations, the article presents selected aspects of organising activities within that
scope by the largest Polish enterprises. The analysed entities mostly conduct public relations activities basing on their
own services. Every fifth one, however, uses the assistance of external PR agencies. It is still puzzling that representatives
of almost every third company claim they do not conduct regular activity such as could be viewed as public relations.
From the point of view of organising PR activities important is also the place taken by PR departments or units in corporate
structure. The necessity of conducting current communication policy requiring very quick reactions indicates
clearly that PR department should be directly subordinated to the highest management level. This subordination model
dominates in Polish companies and concerns nearly 68% of the analysed subjects. Sometimes there occurs a not fully
realised distinction between PR and marketing. The activities in both these spheres should complement each other, which
in turn would increase the effectiveness of corporate communication. Good cooperation of the two departments should
allow to benefit from synergy effects and lead to cost reduction in communication activity. In almost half of the analysed
Polish companies, the distinction between marketing and PR is visible in their organisational structure, for there are independent
marketing and PR departments/units. In every third analysed company there is only a marketing department,
performing also activities assumed to belong to public relations. In three out of four companies no conflicts are noted
between the departments. The conflicts which do appear result from marketing and PR departments/units competing for
financial means and sometimes from competence overlap.
PUBLIC RELATIONS — NARZĘDZIA JEDNOSTRONNEGO KOMUNIKOWANIA I DIALOGU W INTERNECIEDariusz Tworzydło
Rozwój technologii oraz narzędzi informatycznych spowodował niezwykłe przyśpieszenie w branży public relations
na całym świecie. Żyjemy w czasach rewolucji komunikacyjnej, w której jeden rok to cała wieczność. Zmieniają
się komunikaty, szybkość ich transmisji, narzędzia. Zmieniają się także nadawca i odbiorca, którzy przywykli do
dynamiki przekazu, ale także do tego, że informacja jest i będzie dystrybułowana bez ograniczeń czasowych i przestrzennych.
Przeglądarka Netscape, portal wp.pl, era Wikipedii, Facebooka, dynamicznie rozwijającego się
YouTube’a czy Nasza Klasa, Twitter i szereg innych narzędzi z zakresu social media, a także systemy monitorujące1
— to tylko wybrane etapy, lub jak uważają niektórzy kamienie milowe pościgu za nowościami i nowymi formami
dystrybucji informacji. W takich właśnie czasach przychodzi profesjonalistom public relations tworzyć, wysyłać
i odbierać przekaz. Jeszcze w końcu lat dziewięćdziesiątych mało kto przypuszczał, iż takie zmiany nastąpią.
Trudno także przewidywać czego świadkami będziemy za następne kilka, kilkanaście lat. Jedno jest pewne, a mianowicie
to, że zmiany będą i to dokonywane w tempie jeszcze szybszym niż ma to miejsce obecnie.
Jako że współcześnie nowoczesne media mają już istotny wpływ na decyzje wyborcze, czy przemiany społeczne,
proces ten jest bardzo dogłębnie analizowany i badany. Oprócz tego badaniom podlega inny aspekt jakim
jest podejmowanie decyzji dotyczących tego, czy komunikacja w internecie powinna opierać się na komunikowaniu
masowym czy też można mówić o podejściu indywidualnym. Osoby prywatne same podejmują
decyzje w oparciu o własne potrzeby, firmy jednak muszą analizować wiele czynników które mają wpływ
na ostateczne decyzje w zakresie wyboru narzędzi czy też samej decyzji w zakresie komunikowania. Wśród
tych czynników znajdują się: zasięg, dostępność narzędzi, a nawet branża w jakiej firma działa.
Niniejszy artykuł zawiera prezentację wybranych narzędzi wykorzystywanych w procesie jednostronnego komunikowania
do otoczenia, ale także narzędzi służących i wykorzystywanych do dialogu. Komunikacja jednostronna
o której mowa w niniejszym artykule nie zakłada odpowiedzi ze strony odbiorcy, oprócz ewentualnej decyzji
„action” w postaci zakupu lub „kliknięcia”. Dialog natomiast daje możliwość interakcji, porozumiewania, wymiany
myśli i poglądów, bezpośredniej oceny. Oprócz tego zaprezentowane zostaną korzyści jakie odnosi się
w procesie prowadzenia dialogu w sieci, a także bariery które utrudniają jego prowadzenie. Przedstawione zostaną
również kierunki zmian jakie będą się dokonywały w związku z dynamicznym rozwojem narzędzi i procesów komunikacyjnych w sieci.
Podatność kryzysowa wiodących branż polskiej gospodarkiDariusz Tworzydło
Perspektywa podziału na branże daje możliwość zrealizowania bardziej zaawansowanych analiz
dotyczących rodzaju oraz częstotliwości występowania kryzysów wizerunkowych. Cel: Prezentacja przykładowego sposobu wyselekcjonowania branż opresyjnych na podstawie modelu odnoszącego się do wiodących gałęzi polskiej gospodarki. Metody badań: Badania ilościowe za pomocą ankiety audytoryjnej przeprowadzone wśród specjalistów PR oraz analiza desk research, m.in. Listy 500 dziennika Rzeczpospolita. Wyniki i wnioski: Badania wykazały, że na rynku funkcjonuje
pewna grupa branż, które są szczególnie narażone na występowanie komunikacyjnych sytuacji kryzysowych. Wyniki pokazują, że przedsiębiorstwa wchodzące w ich skład (np. reprezentujące sektor publiczny, spożywczy, farmaceutyczny czy telekomunikacyjny) silniej przyciągają do siebie
kryzysy wizerunkowe i częściej są zmuszone nimi zarządzać. Dlatego działalność badanych firm
została zanalizowana na zasadzie działania magnesu kryzysowego, który przyciąga wiele niekorzystnych zjawisk z otoczenia wewnętrznego i zewnętrznego organizacji. Wartość poznawcza:
Zaprezentowane wyniki mogą stanowić wsparcie zarówno dla oceny efektów public relaions, jak i dla technik medioznawczych (np. analizy przekazu medialnego).
Political communication in local elections: a comparative analysis of France ...Dariusz Tworzydło
This article is the result of a research study aimed at comparing the degree of maturity
of political communication in local government elections between France and Poland. The authors’ objective is to reveal the specificity of the subsystems of electoral communication between these countries mainly by presenting the diversity of
the communication tools used and the degree of professionalisation of communication management by local government politicians. The undertaking of a comparative
analysis of these two countries was dictated by the countries’ similarities in terms of
the three-tier division of local government. In addition, it compares the experience
of France’s mature democracy and Poland’s democracy, which is in its early stages.
A survey conducted on a representative sample could be extrapolated from the entire
population studied in France and Poland. The scope of the study concerned local
government elections from 2015 in France, and 2014 and 2018 in Poland. The article
presents conclusions of the research that focus on the manner and scope of application
of political communication in the selected countries.
Procedura zarządzania w kryzysie wizerunkowym w mediach – przeciwdziałanie, r...Dariusz Tworzydło
Kryzys wizerunkowy jest zjawiskiem obrazującym
zmiany w firmie, zakłócającym
normalny rytm jej funkcjonowania, mającym
istotny wpływ na całokształt procesów, jakie w niej zachodzą. Jest on także ściśle powiązany ze specyficzną cechą gospodarki rynkowej, jaką jest niepewność oraz ryzyko1. Już w XIX wieku francuskie słowo oznaczające kryzys tłumaczono jako ‘sytuację trudną’, ‘rozstrzygającą’. W słowniku synonimów słowo „kryzys” znajduje się wśród najbliższych znaczeniowo haseł takich jak: przejście, zwrot, zakręt, moment zwrotny, kamień milowy, przełom, wyłom, czy przesilenie.
Zmiany w obszarze relacji, jakie zachodzą pomiędzy mediami a public relations...Dariusz Tworzydło
Zespół badawczy Exacto przeprowadził badanie, którego celem było poznanie wpływu pandemii koronawirusa na branżę PR oraz zebranie opinii w zakresie przyszłości branży PR po opanowaniu sytuacji związanej z COVID-19.
Do udziału zaproszono specjalistów zajmujących się public relations, zarówno freelancerów, pracowników agencji PR, jak i specjalistów zajmujących się public relations w przedsiębiorstwach prywatnych, państwowych czy NGO. Badanie było prowadzone z użyciem techniki CAWI.
Dobór próby miał charakter celowy i był prowadzony w oparciu o metodę kuli śniegowej. Dane były zbierane w okresie przełomu kwietnia i maja 2020 roku. W badaniu udział wzięło 242 specjalistów branży PR.
VERIFYING AN IMAGE OBJECTIVES MATRIX FOR MEASURING THE EFFECTS OF PUBLIC RELA...Dariusz Tworzydło
Summary. This article presents the results of comprehensive research on image in the
internal and external environments of an organization. During the research, the method of
measuring the effect of public relations activities, i.e. the image objectives matrix, was also
verified. The above tool is used to determine the image position of an economic entity, and
to identify possible problems the entity must address in the range of its internal and external
communications. The main conclusion is: The research project, completed in three phases
(external, internal, image assessment), enabled us to optimize the dedicated tools for subsequent image studies, making it easy to see the changes closely, taking into account their
direction. ZETO’s management board has received extensive material that, if appropriately
used, will have a direct impact on showing the direction in which the company should be headed in the coming years. The opinions of institutional clients and employees will help to
determine the strategy for future activities.
PUBLIC RELATIONS — THE TOOLS FOR UNILATERAL COMMUNICATION AND DIALOGUE ON THE...Dariusz Tworzydło
The development of technology and IT tools have brought about an extraordinary acceleration of the public relations branch around the whole world. We live in the times of revolution in communication, in which one year is whole eternity. Messages, the speed of their publication, the tools are changing. The sender and the recipient, who have become used to the dynamics of the message and the fact that it is and will be distributed without spatial and temporal limitations, are changing too. Netscape browser, wp.pl, the era of Wikipedia, Facebook, dynamically developing YouTube, or Nasza Klasa, Twitter and a whole range of other tools from the scope of social media, as well as monitoring systems — these are just chosen stages, or as others think, milestones in the pursuit of novelty and new forms of distribution of information. It is in times like these that
public relations experts have to create, send and receive messages. Back at the end of 1990's hardly anyone
expected that such changes could take place. It is also hard to predict what we will see in a few, or a dozen years. One thing is certain, namely, that changes will be taking place and will be even faster than now. As the currently modern media already have a significant impact on voting decisions, or social
transformation, the process is analysed and studied in detail. Moreover, what is subject to research is the question whether communication on the Internet should be based on mass communication, or rather on an individual approach. Private individuals make decisions based on their own needs, but companies have to analyse many factors that influence final decisions concerning the choice of tools, or the very decision concerning communication. Among these factors there are: scope, availability of tools, even the branch in which a company is active. This article includes a presentation of chosen tools used in the process of unilateral communication with
the environment, but also tools used for dialogue. Unilateral communication discussed in this article doesn't assume a response from the recipient, apart from a possible decision to take action in form of purchase, or clicking. At the same time dialogue gives the opportunity to interact, exchange thoughts and ideas, direct assessment. Moreover, the benefits from the process of conducting dialogue online, as well as the barriers hampering the dialogue will be presented. Also, the directions of changes taking place in association with the dynamic development of online communication tools and processes will be presented.
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
Top 3 Ways to Align Sales and Marketing Teams for Rapid GrowthDemandbase
In this session, Demandbase’s Stephanie Quinn, Sr. Director of Integrated and Digital Marketing, Devin Rosenberg, Director of Sales, and Kevin Rooney, Senior Director of Sales Development will share how sales and marketing shapes their day-to-day and what key areas are needed for true alignment.
A.I. (artificial intelligence) platforms are popping up all the time, and many of them can and should be used to help grow your brand, increase your sales and decrease your marketing costs.In this presentation:We will review some of the best AI platforms that are available for you to use.We will interact with some of the platforms in real-time, so attendees can see how they work.We will also look at some current brands that are using AI to help them create marketing messages, saving them time and money in the process. Lastly, we will discuss the pros and cons of using AI in marketing & branding and have a lively conversation that includes comments from the audience.
Key Takeaways:
Attendees will learn about LLM platforms, like ChatGPT, and how they work, with preset examples and real time interactions with the platform. Attendees will learn about other AI platforms that are creating graphic design elements at the push of a button...pre-set examples and real-time interactions.Attendees will discuss the pros & cons of AI in marketing + branding and share their perspectives with one another. Attendees will learn about the cost savings and the time savings associated with using AI, should they choose to.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
The Secret to Engaging Modern Consumers: Journey Mapping and Personalization
In today's digital landscape, understanding the customer's journey and delivering personalized experiences are paramount. This masterclass delves into the art of consumer journey mapping, a powerful technique that visualizes the entire customer experience across touchpoints. Attendees will learn how to create detailed journey maps, identify pain points, and uncover opportunities for optimization. The presentation also explores personalization strategies that leverage data and technology to tailor content, products, and experiences to individual customers. From real-time personalization to predictive analytics, attendees will gain insights into cutting-edge approaches that drive engagement and loyalty.
Key Takeaways:
Current consumer landscape; Steps to mapping an effective consumer journey; Understanding the value of personalization; Integrating mapping and personalization for success; Brands that are getting It right!; Best Practices; Future Trends
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
• Harness neuroscience and Tribal Alignment to transform your communication strategies, turning potential clients into fans and those fans into loyal customers.
• Discover the art of automated segmentation, pinpointing your most lucrative customers and identifying the optimal moments for successful conversions.
• Streamline your business with a content production plan that eliminates guesswork, wasted time, and money.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
SEO as the Backbone of Digital MarketingFelipe Bazon
In this talk Felipe Bazon will share how him and his team at Hedgehog Digital share our journey of making C-Levels alike, specially CMOS realize that SEO is the backbone of digital marketing by showing how SEO can contribute to brand awareness, reputation and authority and above all how to use SEO to create more robust global marketing strategies.
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
First Things First: Building and Effective Marketing Strategy
Too many companies (and marketers) jump straight into activation planning without formalizing a marketing strategy. It may seem tedious, but analyzing the mindset of your targeted audiences and identifying the messaging points most likely to resonate with them is time well spent. That process is also a great opportunity for marketers to collaborate with sales leaders and account managers on a galvanized go-to-market approach. I’ll walk you through the methods and tools we use with our clients to ensure campaign success.
Key Takeaways:
-Recognize the critical role of strategy in marketing
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-Receive templates and guides for developing a marketing strategy
OPPRESSIVE INDUSTRIES IN THE CONTEXT OF MANAGING AN IMAGE CRISIS
1. See discussions, stats, and author profiles for this publication at: https://www.researchgate.net/publication/333685250
Oppressive industries in the context of managing an image crisis
Article · March 2019
DOI: 10.7862/rz.2019.hss.10
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2. Humanities and Social Sciences 2019
HSS, vol. XXIV, 26 (1/2019), p. 101-108 January-March
Dariusz TWORZYDŁO1
Norbert ŻYCZYŃSKI2
OPPRESSIVE INDUSTRIES IN THE CONTEXT
OF MANAGING AN IMAGE CRISIS
The article focuses on the problems of oppressive industries in the context of their vulner-
ability to crisis situations. These critical industries have been subjected to scientific research,
which showed that they have more crisis experience, i.e. they more often go through image
crises. Thanks to this, managers representing companies operating in this industry are more
aware and better prepared for possible image crises. Business entities classified as oppressive
industries are normally more susceptible to crisis situations. This type of enterprises need to
be aware of this fact and prepared for image-related problems. Classifying industry as oppres-
sive seems to be well-grounded due to such factors as susceptibility of entities operating
within the industry to external factors, the complexity of processes performed in the process
of production and rendering services, as well as the ultimate consumer’s complicity in those
processes. The image crisis involves not only negative implications, but also positive
effects – it can be considered as an industry’s immune system which gains strength every time
a crisis is properly managed.
Keywords: image crisis, economic crisis, oppressive industries
1. IMAGE CRISIS – DEFINITION AND CONSEQUENCES
The concept of crisis – normally more often than that of image – can be found in differ-
ent categories such as economy in particular. Due to the so-called cycle, the economy is
subject to crises as much as to periods of growth and boom. Economic crisis is characterized
by a set of disturbances, as a result of which the economy and the business entities that
function within it are exposed to a number of problems reflected in many parameters, such
as unemployment, inflation or investments. Terminologically speaking, an economic crisis
is far from an image crisis; however, they are similar when it comes to cause and effect, and
both of them require proper analysis and prediction (Tworzydło, 2017). Economic crisis
can be considered in terms of micro- and macro-scale. The latter is closely connected to
business management and the linkage between image crisis and economic crisis is to be
seen particularly in this respect. The latter results from the former and conversely, as one
of them occurs, then the chances of the other happening are very high. This paper, however,
1
Dariusz Tworzydło, DSc PhD, University of Warsaw, The Faculty of Journalism, Information and
Book Studies, Bednarska 2/4, 00-310 Warsaw, Poland. ORCID: 0000-0001-6396-6927.
2 Norbert Życzyński, PhD, Rzeszow University of Technology, The Faculty of Management, Depart-
ment of Management Systems and Logistics, Akademicka 2, 35-084 Rzeszów, Poland, E-mail:
n.zyczynski@prz.edu.pl. ORCID: 0000-0003-0681-3072.
3. 102 D. Tworzydło, N. Życzyński
focuses primarily on the analysis of an image crisis. It can be defined as a situation charac-
terized by extraordinary sensitivity to external factors (outside of the industry) as well as
internal factors (within the industry). It refers to every situation which threatens the stability
of a business entity (Łaszyn, 2011). It is a state during which the normal functioning of an
industry is disturbed. Instead, actions taken with the aim of preventing and overcoming the
already existing as well as potential consequences and difficulties of the crisis are given
priority. A crisis situation is also construed as a period of time in which the effective exe-
cution of the mission and the achievement of goals established by an organization, a brand
or public official are put at risk, with the image crisis as the climax of the situation (Kacz-
marek-Śliwińska, 2015). For every element of an industry’s structure, the crisis is somewhat
of a test. Disorders in the external and internal communication as well as the loss of credi-
bility or trust (which is one of an industry’s most significant assets) are among the gravest
consequences of the crisis. Apart from these, the crisis also affects a company’s economic
performance results, i.e. a fall in sales, loss of market, loss of customers, contractors, sup-
pliers and subcontractors, employee resignation (increased staff turnover), and inventory
increase. Image crisis does not, however, carry only negative consequences. It can also in-
volve positive outcomes, which are part and parcel of the phenomenon. For a business,
a crisis is a test which verifies the procedures and the resilience of its structures. The crisis
also involves an assessment of the developments and routines within a business, such as all
the procedures and the extent to which the staff is prepared to manage the problems. There-
fore, it can be perceived as an assessment on the one hand and, on the other hand, a process
of collecting information and additional experience, this time on the living organism
(Tworzydło, 2017).While discussing the problem of image crisis situations, the types of
crises that can affect a business cannot be omitted. Topic-related literature offers vast clas-
sifications; however, one of them is worth indicating in this paper. In Coombs’ Crisis Ma-
trix, four types of crisis are analysed in two dimensions: internal and external. The author
also points to the fact that one is dealing here with unintentional and deliberate actions
(Table 1). The emphasis must be placed on the internal dimension, which is not only the
first and the key one in the context of providing information concerning the existing risks,
but it is also where the crisis situation occurs. These are generated mostly by employees or
while the production and service processes are carried out. In this instance, both deliberate
and unintentional action is relevant. The former includes intentional action taken by the
employees. These are influenced by emotions or dissatisfaction, or simply a desire to take
revenge on the employer. The latter are mostly caused by mistakes in procedures. Although
the tool proposed by Coombs offers a general description of types of crisis situations, the
Crisis Matrix provides help in preparing an effective strategy of crisis communication.
Table 1. Crisis Matrix (Coombs, 1995)
Unintentional Intentional
External Faux Pas Terrorism
Internal Accidents Transgressions
It is indicated by Coombs that identifying the type of crisis is one of the key ingredients
of professional management in a problematic image situation, in which the following
actions include specific steps directed at the media or other groups with a vested interest. In
4. Oppressive industries in the context… 103
the processes discussed in this paper, two other concepts are also particularly important.
The first one, anti-crisis management, can be defined as actions taken before the crisis itself
occurs, whereas the second one, crisis management, is understood as the steps taken when
the crisis has already taken place in a company, once it has escalated and has manifested
itself in consequent symptoms (Tworzydło, 2017). Both concepts are equally important in
the whole process and are closely linked to each other, since proper preparation for potential
crisis situations affects the management of the crisis once it has taken place. Preparation,
however, plays a vital role because it secures the industry. It can be construed as its immune
system which can either counter any potential attacks directed at the industry’s image, or
manage the problems once they have occurred, with as little strain and complication as
might be. Preparation is thus closely connected to the notion of security which, admittedly,
cannot be a guarantee for an industry, but it supports it and limits any potential conse-
quences.
2. FACTORS AFFECTING THE OCCURRENCE OF A CRISIS SITUATION
Preparation for an image crisis situation involves determining the factors that, to
a greater or lesser extent, affect the occurrence of the crisis. In particular, defining the in-
dustry category is one of the factors, as it has a strong influence on both potential and real
risks. The first degree of vulnerability indicates that the company is least exposed to
a crisis of a reputational nature. Image problems may worsen the image of the company,
however, only in the event of incorrect reactions that would be the company's fault, but here
it should also be noted that this will rather have little impact. Unless there are serious critical
errors made by the company during the crisis. The second degree of vulnerability indicates
that the company already have been in crisis situations and had to deal with them. However,
these events still had little impact on the overall perception of the company. It is only at the
third degree that the crisis has a major impact on the perception and image of the company.
Within the diagnostic model, the fourth degree of crisis susceptibility indicates that in busi-
nesses that operate as the so-called oppressive industries, the occurrence and aggravation
of crisis situations is more likely than in other industries. What follows, such businesses are
also more exposed to the consequences of the ensuing problems. What is more, the fourth
degree of crisis susceptibility shows that a business entity that is perceived as belonging to
these categories is incapable of a legitimate response once a crisis situation has occurred or
experiences too much strain due to the fact that it operates within an oppressive industry
(Table 2).
As far as the analysis of potential changes in an industry in the context of crisis suscep-
tibility is concerned, it must be said that an oppressive industry can be described in terms
of the fourth degree, but business entities that fall into the third degree of crisis susceptibility
can also operate within an oppressive industry. A similar situation takes place in other cases.
The fact that a company falls into the category of an oppressive industry does not neces-
sarily mean that it always qualifies as the fourth degree of crisis susceptibility; however, the
fact that such a company is at risk of an image crisis is beyond any doubt. Classifying an
industry as oppressive does not imply an immediate change of the company’s category from
– for instance – the second to the third degree of crisis susceptibility. This is because such
a situation is strongly influenced by the actions taken by a business in order to prepare for
and react to the crisis. All in all, the oppressive character of an industry is an important
element affecting the calculations made within the diagnostics model, which helps to assess
5. 104 D. Tworzydło, N. Życzyński
Table 2. An analysis of potential changes in an organization in the context of degrees of crisis suscep-
tibility (Tworzydło, Szuba, 2018)
I° II° III° IV°
the ability to absorb a consequent crisis small small big big
the influence of a subsequent crisis on employees small small big big
the influence of the crisis on the industry’s economic
conditions
none none big big
the influence of the crisis on the perception of the busi-
ness
none small big big
the influence of the crisis on the internal business envi-
ronment
none small small big
restricting the company’s strategic possibilities none none small big
restricting the company’s operational possibilities small small big big
the influence on controlling subsequent crisis situations big big small none
the possibility of alleviating the consequences of the
crisis
big big small small
the possibility of obtaining positive results of the crisis big big small none
the cost of anti-crisis actions small small big big
the media’s trust during the crisis big small small none
correctly to what extent a business entity is prepared for a crisis situation. An oppressive
industry is one in which the entities constituting it are at a particular risk of image crisis
situations and, at the same time, experience an increased susceptibility to the crises and their
occurrence frequency (Tworzydło, Szuba, 2018). Below are selected conditions that clas-
sify a business as an oppressive industry:
• the industry consists of entities that operate within the areas in which an individual
consumer is the main receiver of products or services; therefore, business entities
belonging to B2B industries face a smaller risk of oppressiveness that B2C,
• goods and services offered by businesses within the industry have a short durability
period or have a significant influence on the average person’s life,
• a range of production and service processes take place in complicity with target con-
sumers, who participate in the whole process to a significant extent and have an in-
fluence on the final product or service that they purchase,
• the production or the process of rendering services bears the risk of an accident that
can occur within the process itself or once the product has already been serviced,
• the production of services or goods has a complicated character and consists of
a number of processes, and is contingent on independent factors which are beyond
the industry’s control, such as weather conditions,
• various business entities within the industry compete with each other, and the
character of such competition is not always fair or might involve methods which are
considered to be unethical.
Obviously, for an industry – and the businesses operating within it – the conditions listed
above do not have to be met simultaneously to classify it as oppressive within the category
of image crisis susceptibility. However, they serve as a kind of a determinant which helps
6. Oppressive industries in the context… 105
to assess correctly whether a given industry can be classified as susceptible to the crisis. An
oppressive industry is also one in which various business entities experience external (e.g.
from the media) or internal pressure (e.g. from trade unions), which, in turn, may translate
to potentially turbulent relations with the representatives of those environments. Taking
Polish Classification of Activities into consideration, a number of businesses that meet the
criteria of an oppressive industry can be distinguished. These include industries such as
(Tworzydło, Szuba, 2018):
• food,
• extraction,
• construction,
• transport,
• automotive,
• development,
• fuel,
• energy,
• chemical,
• pharmaceutical,
• railway,
• telecommunications,
• financial,
• insurance,
• FMCG,
• road infrastructure
• and others.
The industries indicated above do not exhaust the list of those which satisfy the condi-
tions ascribed to oppressive industries; nevertheless, they the main ones and the most
exposed to image crisis situations.
3. THE TEXTILE INDUSTRY AS AN EXAMPLE OF OPPRESSIVE INDUSTRY
The textile industry is one of the industries that can be characterized as oppressive. De-
spite the fact that it is not on the list of oppressive industries, the textile industry can be
included in it due to a number of factors that distinguish it based on further analysis. The
aim of the assumption is, therefore, to show that there are also a number of other industries
outside the indicated list, which may be burdened with the risk related to the oppressiveness
of the industry.
The problem of a potential crisis which may affect the processes of production and the
overall functioning of a business entity, appears when there is a connection between a cus-
tomer’s expectations and the process of production. In the situation discussed here, the buy-
ers have a significant influence on the eventual shape of the product they purchase and at
the same time have specific requirements concerning its quality as well as other expecta-
tions, such as those connected with the product’s seasonality. The textile industry is highly
dependent on the customer’s preferences and expectations, for whom criteria such as
variety, change, and adjustments to trends acquire increased significance. Also, availability
is yet another parameter that is particularly important to the customer, and it’s closely con-
nected to the location of the shop. Having said that, responding to changing trends, adjusting
7. 106 D. Tworzydło, N. Życzyński
to them, and – most of all – gathering information with the aim of securing the industry in
case a crisis occurs – is one of the primary purposes of business entities operating within
the textile industry. In this industry, the correlation between economic and image crisis
acquires a special meaning, since both of them have a strong influence on one another. The
way in which economic crisis affects image crisis is particularly visible. Knowing that
economic crisis can be caused and aggravated by the changes that happen to the entity’s
image, the correlation between the factors that have an impact on the image and the ones
that are strongly connected to economic parameters can be observed quite easily. The textile
branch is characterized by an increased sensitivity to the factors shaping the demand. These
factors exist outside of the price, which is the main determinant according to the theory of
economy and more specifically, the law of demand. Instead, the factors in question are
linked to designing and creating trends and fashion. One of the elements included in the
prevention of crises resulting from the lack of sufficient information for customers and
disrupted information flow, is providing a transparent supply chain in the context of its
managements and functioning. It is claimed sometimes that this constitutes one of the key
challenges that contemporary logistics face. For that reason, effective management of
a contemporary supply chain requires, for instance, automation of processes and access
to real-time data (Bujak, 2015).
All of these also translated into the image of particular business entities operating within
the textile industry. Since a detailed analysis as well as determining the parameters that
define the textile industry imply that it can be classified as a so-called oppressive industry,
it must be noticed that the textile industry is characterized by an increased susceptibility to
image crisis situations, a tendency to absorb them easily and a vulnerability to subsequent
crises. Image crisis affecting businesses which operate within oppressive industries is more
intense and more critical as far as selected or - even all aspects of the company’s manage-
ment and organizational structure. Hence, the issue of securing the entities in question be-
comes essential. The classification of the textile industry as an oppressive industry results
from the fact that such industries are mostly connected to the areas in which there is a num-
ber or individual customer, each of whom can perceive the services provided by a given
business entity differently, which is the case in the textile industry. An analysis of oppres-
sive industries looks for interrelations in which the probability of mistakes, failures or
problems related to the service of the products produced is increased due to the scale of
production. Other conditions that classify the textile industry as an oppressive industry
include intense changes in production, ranging from technological processes to generating
the final product which is adjusted to customers’ expectations, as well as changes in cus-
tomers’ requirements, changes in those requirements, the need to respond to changing
trends and fashion, the development of information technology affecting the process
of communication with customers, and advancing from traditional sale to on-line sale.
Oppressive industries are particularly characterized by increased vulnerability to crisis
situations. Therefore, business entities involved in them face the necessity of taking actions
not only before or during but also once the crisis has died out. Once the problems have
disappeared and their implications have been largely erased, a complete post-crisis record
must be prepared. It is essential not only due to the analysis of the situation that is now gone
but, most of all, for the sake of obtaining valuable information for the future. It is also useful
in litigation and prolonged legal proceedings such as legal disputes connected with the
media having given false information affecting the scale of the crisis. What is more, formu-
8. Oppressive industries in the context… 107
lating a protocol has an influence on changing the procedures, making corrections and de-
veloping proper trainings for the employees. A set of analyses produced during and after
the crisis situation is dedicated not only to the management of the business but also to the
crisis management center and to those individuals who might be, either directly or indi-
rectly, interested in benefiting from the knowledge and experience gathered during the im-
age crisis (Rydzak, 2006).As far as managing a future crisis is concerned, the success rate
is dependent on a number of conditions. These include the extent to which a business is
susceptible to crisis, the situations it had experienced before, whether it is classified as an
oppressive industry, whether it has a crisis management centre, the level of the manage-
ment’s awareness of image risks, the attitudes towards the crisis in the business, and once
it has been erased, the way in which its causes and its effects are analysed.
4. CONCLUSION
Business entities classified as oppressive industries are normally much more susceptible
to crisis situations. The businesses in question need to be aware of this fact and prepared
for image-related problems. Companies operating within oppressive industries may them-
selves cause crises through their actions; therefore, proper preparation should be inscribed
in their standards of management (Tworzydło, Szuba, 2018). In this way – since the entities
constituting the textile industry may be classified as those constituting an oppressive indus-
try – not only preparation, but also constant monitoring, analysis, and fast action once
a crisis situation has occurred are necessary. These actions can be taken with the aid of
a number of research strategies, as well as methods which allow real-time monitoring of the
situation. It must be pointed out that there are also methods which enable determining
specific factors affecting a company’s image and its potential deterioration. One of such
methods is, for instance, is a matrix of image purposes, which makes it possible to identify
the areas and courses of action supporting an organization (Tworzydło, Życzyński, 2008).
Classifying the textile industry as one that can be described as oppressive seems to be
well-grounded due to such factors as: susceptibility of entities operating within the industry
to external factors, the complexity of processes performed in the process of production and
rendering services, as well as the ultimate consumer’s complicity in those processes.
Undoubtedly, the crisis poses a threat to a company and involves both direct and indirect
influence on its structures as well as on the relations in the company and outside of the
company. However, it can also be perceived as a chance for the business. In this respect,
the awareness and knowledge concerning the fact that a business operates within an oppres-
sive industry can affect the whole process, strengthen it and contribute to overcoming the
difficulties that the business experiences. The level of awareness and the way in which
knowledge is used translate not only into the economic situation, but also into parameters
which are more difficult to measure, such as image, perception, and trust. The awareness of
the fact that a company operates within an oppressive industry is important; however, it is
not enough as far as successful management of the crisis is concerned. In order to achieve
this goal, proper procedures, descriptions of processes, appointing a crisis management cen-
tre and preparing the operational documentation that can be used in the simulation of a crisis
situation are also necessary. To sum up, it is worth indicating that image crisis involves not
only negative implications, but also positive effects. This, however, refers not only to busi-
nesses classified as oppressive industries, but rather to all businesses. Preparation and skil-
ful management of the crisis translates into the net effect, i.e. reinforcement of the business
9. 108 D. Tworzydło, N. Życzyński
structures and all of the parameters that affect its rating. Strangely enough, the conclusion
might thus be that image crisis is a positive phenomenon, since it can be considered an
industry’s immune system which gains strength every time a crisis is properly managed.
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DOI: 10.7862/rz.2019.hss.10
The text was submitted to the editorial office: June 2018.
The text was accepted for publication: March 2019.
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