Amid the current, protracted recession in Japan, new corporations termed global excellent companies by the authors of this book have been rising since the end of the 20th century. They are not yet in the spotlight but have a huge market share worldwide with regard to their specialized products and services.
Natural disasters, instability in the finance and banking sector, widespread social protests, and other crisis situations have increasingly become the focus of public attention. With the growing visibility of such events, accelerated by the rise and proliferation of social media, the study of risk and crisis management in the Internet age is of vital importance. Uncertainty and Catastrophe Management is a clear and comprehensive guide to a variety of crises, and seeks to offer practical advice on how best to avoid them, minimize loss and damage once they have occurred, and how best to recover from these situations. The book examines 104 cases that run the gamut from natural disasters such as the 2011 Tōhoku earthquake and tsunami, to social movements like the Ukrainian protests in 2013, from the Syrian Electronic Army's cyber-attacks, to the reputational damage to firms in the wake of a corporate scandal. This book is a revised and expanded edition of Akira Ishikawa and Atsushi Tsujimoto's book, Risk and Crisis Management: 101 Cases, and explores a number of recent events. It draws on the expertise of the contributors to the volume to create a well-rounded book that will benefit professionals, academics, and the general public alike. In particular, safety professionals, public management professionals, CEOs, CIOs, students and researchers will appreciate its pragmatic approach to dealing with and recovering from crises in the interest of long-term survival and sustainability."--
The shortening of knowledge value lifespan will have an impact on companies' employment policies, and employees' strategies for gaining knowledge. This book deals with knowledge management with an emphasis on knowledge risk, which is, a general trend of knowledge value getting shorter and becoming temporary.
1. How the internet is a useful crisis management tool -- 2. How communication technology must be harnessed in an emergency -- 3. How government response is crucial -- 4. How supplementary lifeline utilities must be developed -- 5. How voluntary support must be catered for -- 6. How to deal with psychological stress -- 7. Why ripple effects must be analysed -- 8. Why preparation for disaster must include basic precautions -- 9. What to do in the event of a tsunami -- 10. How to distinguish between tsunami advisories : warning and watch -- 11. The hospital's role in crisis management -- 12. Why hospitals must have continual access to water -- 13. How schools can be used as evacuation centers (1) -- 14. How schools can be used as evacuation centers (2) -- 15. How to get the injured to hospital -- 16. How to call an ambulance -- 17. How to deal with rumors -- 18. How to prepare for the breakdown of electrical substations (lifeline utilities) : an example from the Taiwan earthquake -- 19. How a disaster can be turned into a lesson -- 20. The mid-Niigata Prefecture earthquake (1) : how the media was unhelpful -- 21. The mid-Niigata Prefecture earthquake (2) : how to keep means of communication open -- 22. The mid-Niigata Prefecture earthquake (3) : why it is critical to restore a region's industry -- 23. The mid-Niigata Prefecture earthquake (4) : why there should be private insurance against earthquake damage -- 24. How to plan for evacuation during torrential rain -- 25. How to prepare for hazardous secondary effects -- 26. What we can learn from Hurricane Katrina -- 27. The great Sichuan earthquake : why wide-area-coverage evacuation centers are needed -- 28. Why everyone must take precautionary measures -- 29. Why we need to repeat simulated experiences -- 30. When knowledge is not enough -- 31. How knowledge acquired by experience is superior -- 32. What to do if a war breaks out while in a foreign country -- 33. What to do if you get caught in an emergency abroad -- 34. What to do if you get arrested while abroad -- 35. How to avoid terrorist bombing attacks -- 36. What to do if you find an intruder in your hotel room (1) -- 37. What to do if you find an intruder in your hotel room (2) -- 38. How to respond to a medical emergency abroad -- 39. Why analysis of real-life experiences are needed -- 40. How to prepare for emergencies on a routine basis -- 41. Why portable toilets are essential -- 42. How typhoon psychology is fatal -- 43. Why specific roles should be allocated -- 44. How specific roles should be allocated -- 45. How to deal with personal risk (1) -- 46. How to deal with personal risk (2) -- 47. How to prevent fires at home (1) -- 48. How to prevent fires at home (2) -- 49. How to ensure the safety of your infant -- 50. How to ensure water supply -- 51. How to maximize the use of flashlights -- 52. Why the need for self-insurance -- 53. How to deal with bankruptcy of financial institutions -- 54. How the lifting of payoffs ban has affected risk -- 55. What clothing and other personal effects are appropriate -- 56. What to do in an emergency when driving or using an elevator -- 57. Why the need to fall back on "self-help" when overseas -- 58. How spyware infects your computer -- 59. Why internet auctions are at your own risk -- 60. How to counter phishing fraud -- 61. How to protect yourself against credit card skimming (1) -- 62. How to protect yourself against credit cards skimming (2) -- 63. Why businesses should not neglect on-going training -- 64. Why a physical distribution system is necessary -- 65. How to compensate for an incomplete crisis management education -- 66. How effective life protection products could be developed -- 67. Why the need to develop next-generation disaster prevention technologies -- 68. How products could be developed in support of disaster response -- 69. What criteria to use in assessing a crisis -- 70. What are the crisis management efforts directed at? -- 71. How to maintain communication between operations staff, residents and specialists -- 72. Why the atomic industry must maintain ongoing dialog with its community -- 73. How the multi-faceted check system works -- 74. How indirect damages may far surpass your assumptions -- 75. How management can respond swiftly - the feed-forward mode (1) -- 76. How management can respond swiftly - the feed-forward mode (2) -- 77. How to predict disasters -- 78. How to establish a quick response setup -- 79. Why a backup system is needed -- 80. How to counter weaknesses in supply chain management -- 81. When reading the manual won't do -- 82. What is the crux of crisis management? -- 83. How the Kamban (Just In Time : JIT) system can be tweaked to support production -- 84. How managerial behavior matters -- 85. How to tap the know-how of security companies -- 86. How to protect your computers -- 87. How to guard against computer viruses -- 88. Why risk financing is an absolute -- 89. How office location affects crisis management -- 90. How to set the optimum security level of information systems -- 91. What lessons were learned from the Fukuchiyama line train derailment? -- 92. What safety measures and environmental policies should chemical companies adopt? - 93. How to deal with asbestos damage -- 94. How intellectual property infringement is spreading -- 95. How to secure food safety and information reliability -- 96. How the natural sciences, arts and social sciences can collaborate -- 97. How to make your investor relations work -- 98. What are the consequences of irresponsible media coverage? -- 99. How to prevent personal information leakage -- 100. Why the need for an informatics education towards problem-solving -- 101. How compliance should be reconsidered : organizations that comply with laws and regulations while satisfying ethical requirements considering autopoietic theory
Fuzzy knowledge and fuzzy systems affect our lives today as systems enter the world of commerce. Fuzzy systems are incorporated in domestic appliances (washing machine, air conditioning, microwave, telephone) and in transport systems (a pilotless helicopter has recently completed a test flight). Future applications are expected to have dramatic implications for the demand for labor, among other things. It was with such thoughts in mind that this first international survey of future applications of fuzzy logic has been undertaken. The results are likely to be predictive for a decade beyond the millenium. The predictive element is combined with a bibliography which serves as an historical anchor as well as being both extensive and extremely useful. Analysis and Evaluation of Fuzzy Systems is thus a milestone in the development of fuzzy logic and applications of three representative subsystems: Fuzzy Control, Fuzzy Pattern Recognition and Fuzzy Communications.
When analyzing 7-Eleven Japan's advanced and innovative management style, the authors of this book highlight the existence of the “integrated information system”. This is because of the key role it plays not only in forming this firm's corporate strategy but also in developing its functional strategies for logistic support, merchandising and store operations. The authors explore the integrated information system, a symbol of the competitiveness of 7-Eleven Japan.
This fascinating book focuses on Kyoto high-tech companies that have captured leading market share with globally preeminent technologies and yet have been able to maintain their robust profitability even under Japan's current prolonged recession.The book aims to uncover the secrets of success behind such companies as Kyocera Corp., Omron Corp., Murata Manufacturing Co., Rohm Co. and Horiba Ltd. and their management systems, generally termed 'the Kyoto Model'.The unique features of the model are detailed: the history and founding of these high-tech companies, their management attitude giving priority to corporate philosophies, their organizational management, the emphasis they put on R&D management and production technologies, their personnel management, and finally, their philanthropic activities.The Kyoto Model, with its high technology-oriented management system, is a useful case study and tool for Japan's R&D ventures.
The corrolary relationship between strategic budgeting and strategic planning is explored and explained in this major analysis of strategic budgeting, and strategic budgeting in specific companies is compared and evaluated qualitatively. The author then introduces an innovative procedure of strategic budgeting and describes how to adapt it to these organization-specific examples. The design and development of strategic budgeting systems are described in detail, with particular emphasis on information-intensive industries, such as aerospace, artificial intelligence and computers. The application of strategic budgeting techniques to small businesses and government (federal and local) is also covered. Critical comparisons are made between Japan and the U.S., and several sample Japanese cases are presented here for the first time.
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