chapter 19

chapter 19 - Chapter 19: Crisis Management Teaching...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 19: Crisis Management Teaching Perspective Chapter 19 discusses the management of a crisis. Often, this is where the “rubber meets the road” in the practice of public relations. Management needs help when confronted by sudden crisis. And instinctively these days, CEOs look to public relations advisors to take charge when crisis strikes. That’s why the highest paid public relations counselors are those associated with managing crises. This chapter attempts to underscore the importance of crisis management to students. It first defines issues management and then discusses what issues management entails and how a strategic analysis of issues can help predict and deal with crisis. Because managing crisis is among the most challenging and stimulating aspects of public relations work, the chapter spends time on implementation steps in a crisis. It emphasizes in today’s Internet and cable TV-dominated society the importance of acting quickly and decisively to restore an organization’s or an individual’s most important commodity—credibility. The Case Study at chapter end examines Wendy’s nightmare with a bogus report of a finger found in its chili in 2005. Subject of the “Voice of Authority” interview in Chapter 19 is Bill Heyman, the field’s premier executive recruiter, who provides students with helpful hints in locating that elusive first job in the practice of public relations. Among topics discussed in Chapter 19 are: Issues management. Emergence of risk communication. Managing in a crisis. Planning in a crisis. Communicating in a crisis. Engaging the media. 123
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Speaking of Ethics: The Times Strikes Macy’s with Hot Air Macy’s Thanksgiving Day parade is a time-honored tradition, especially the giant balloons that are the event’s trademark. The New York Times’ attack on Macy’s balloon handlers – coming as it did just one day before the parade – seemed to be an unfair shot, designed to result in a self- fulfilling prophesy. Certainly, no one could dispute the accident that resulted the next day, injuring two parade goers in a fierce wind. On the other hand, the ethics of the Times’ last-minute attack on a company that didn’t have time to respond – especially in the training area –
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 6

chapter 19 - Chapter 19: Crisis Management Teaching...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online