20世紀的超級模範公司豐田汽車，依靠著無堅不摧的豐田式管理，成功的讓豐田在1985 ~ 1995 日幣兌美元升值 3 倍的期間度過危機。也在2008 年擊敗了通用汽車成為世界第一，任誰也沒料到這麼一家在人類歷史中的特優模範公司會發生油門踏板與Prius 煞車不靈的危機，這對使用者的生命及豐田的商譽產生無可預知的未來，這是一個現在進行式。1945 年在中國是一個全民既興奮且又感動的時刻，蔣委員長所帶領的國民政府經過8 年的浴血抗戰擊敗了日本獲得最終的勝利，任誰也沒想到在 1949 年國府會兵敗大陸退守台灣。 本研究由相關的危機處理文獻之探討，推展出「危機處理架構」，並藉由 「國共內戰中的東北戰役(1945. 8 to 1948. 11) 」和「豐田危機(2009 to 2010) 」兩個個案的深入研究，試圖發現「危機處理構面」中各個構面間的相互關係並提出一些建議，所得到的結論如下： 結論 1：在組織獲得極大的成功之後，領導者危機意識會趨向不足。 結論 2：大部分的危機會是有訊號的。 結論 3：組織內部的溝通是危機處理成敗的關鍵之一。 結論 4：危機處理時，愈快讓危機處理程序有效且迅速的運轉，組織愈易度過危 機。 / Toyota is the one of the best company in 20 century, it succeed to overcome the Japanese currency appreciated 3 times from 1985 to 1995, and also beat the GM to be the number one automobile company in 2008. However, nobody could believe that Toyota faced the quality crisis from 2009 to 2010, this is a pretty serious issue which hurt human life and Toyota’s reputation; simultaneously, this crisis is not over yet. In 1945, this was a very exciting moment for all of Chinese people due to they defeated Japanese based on KMT government lead by Chairman Chiang. However, nobody would believe KMT was defeated by Chinese Communist Party in 1949, and retreated to Taiwan. This thesis based on papers study, and then we try to construct the crisis management elements. Therefore, we could get the relations between each elements from the analysis of 2 cases; Chinese Civil War, Northeast Part (1945. 8 to 1948. 11) and Toyota Crisis (2009 to 2010); moreover, we could propose some conclusions and suggestions for company which faces the crisis in the future. Conclusion 1: The executives will lack of sense of crisis after a tremendous success. Conclusion 2: There will be some signals before crisis happened Conclusion 3: The internal communication is the key step of crisis management. Conclusion 4: Whenever crisis happens, the crisis management should initiate immediately.