When a crisis strikes, the first 120 minutes can determine the public's perceptions of the school system, employee group, community college, university or ministry, and the image the organization will have long after the situation is under control. This document defines a crisis and the need for crisis management; the result of a crisis that is not managed; the key elements of good crisis management as exemplified by Johnson & Johnson, Wisconsin Electric Power Co., and Molson Breweries; the need for communication planning and establishment of credibility before the crisis strikes; elements of a communication plan; measures to take during an actual crisis, using the example of a teachers' strike; and principles of crisis management.
When a crisis strikes, the first 120 minutes can determine the public's perceptions of the school system, employee group, community college, university or ministry, and the image the organization will have long after the situation is under control. This document defines a crisis and the need for crisis management; the result of a crisis that is not managed; the key elements of good crisis management as exemplified by Johnson & Johnson, Wisconsin Electric Power Co., and Molson Breweries; the need for communication planning and establishment of credibility before the crisis strikes; elements of a communication plan; measures to take during an actual crisis, using the example of a teachers' strike; and principles of crisis management.
Taken from the best of Donna Magazine that can be found at: http: //kakonged.wordpress.com on the Internet comes a book that you can take with you anywhere
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