O objetivo desta dissertação é compreender a ocorrência de alteração de orientação da operação pós crise operacional (de reativa a proativa). A literatura trata as crises apenas como financeiras ou de relações públicas e não recorre ao termo \"crise operacional\". Por outro lado, junta inapropriadamente as crises operacionais e os desastres envolvendo perda de vidas humanas. Tampouco mostra o lado operacional da solução das crises. Crise operacional foi aqui definida como uma condição abrupta de baixa probabilidade que emerge inesperadamente da deterioração do desempenho operacional (qualidade, rapidez, confiabilidade, flexibilidade ou custo) e conduz a grande impacto negativo ou até a paralisação das principais operações da organização, sem a perda de vidas humanas. A crise operacional pode ser causada por pessoas, sistemas tecnológicos, políticas ou condições econômicas em condição de grande ambiguidade. Ela nasce ao final de dois processos paralelos e acumulativos de imperfeições organizacionais e descontrole gerencial, e requer decisões rápidas. Para analisar as crises operacionais, elaborou-se um novo modelo teórico integrado em fases: \"processo de uma crise\", \"resolução da crise\" e \"aprendizado pós-crise\", assim como um \"evento detonador\" da crise. Como objeto de estudo, escolheu-se examinar duas crises de setores regulamentados devido a evidencia do evento detonador da crise: a interrupção da comercialização de serviços pela agência reguladora e consequente início da resolução da crise. Como metodologia, adotou-se o estudo de casos múltiplo nos setores de aviação e de telefonia móvel. O instrumento de coleta para ambos os casos são entrevistas qualitativas, sendo a análise baseada no confronto dos dados obtidos com o modelo segundo a abordagem Extended Case Method. Sugere-se em ambos os casos que o descontrole sobre os processos operacionais e indicadores de back-office levaram à paralisação das companhias. Observa-se que após a crise, novos processos com medidas preventivas foram adotados, o que indicaria a mudança de orientação das organizações. Claramente, essa mudança para a orientação preventiva requer aprendizagem organizacional e sua incorporação ao repertório operacional mediante inovação em métodos, sistemas e processos operacionais, assim como a formação de funcionários treinados e a criação de departamentos anti-crises. / The main goal of this research is the understanding of the post operational crisis\' orientations\' change (from reactive to proactive). The literature consider crises just as financial or public relations and does not call upon the term \"operational crisis\". Furthermore, operational crisis and disasters with loss of human lives are inappropriately treated jointly. In the same way, operational side of crisis solution are not explored too. Operational crisis were defined here as an abrupt condition of low probability occurrence that emerges unexpectedly by the deterioration of one or more performance indicators (quality, speed, reliability, flexibility and cost) and leads to a large negative impact or even the paralysis of major operations without human lives\' loss. Operational crisis emerges at the end of a maturation process originated from two parallel processes of cumulative organizational imperfections and lack of managerial control\'s joint. May be caused by people, technological systems, policies or economics\' conditions in a great ambiguity condition which requires quick decisions To analyze operational crises, a new theoretical model was created, integrating the phases: \"crisis\' process,\" \"crisis\' resolution\" and \"post-crisis\' learning\", as well a crisis\' \"trigger event\". Two operational crises from regulated sectors has been chosen as object study due to crisis\' trigger event evidence: the new sales forbidden by the regulatory agency and the consequent crisis resolution process beginning. The methodology adopted was the multiple case study in the aviation and mobile sectors. The collection instrument for both cases were qualitative interviews and the analysis based on the data obtained and theoretical model\'s comparison in an approach called Extended Case Method. It has been suggested in both cases that the operational processes\' lack of control and back-office\'s indicators\' disregard led to the companies\' standstill. After crisis, new operational processes with preventive measures were adopted, which would indicate a change in organizations\' orientation. Clearly, this shift to a preventive approach requires organizational learning and its incorporation into the operational repertoire through methods, operational systems and processes\' innovation, as well as, trained human resources and anti-crisis department creation.

For my project I’ve chosen to create a Business Plan for a Crisis Management Consultancy company. To do this I’ve used a limited company and named it Navigator Ltd. In the preceding project I’ve explained all the essential steps needed to create a new company, as well as pointing out the importance of crisis management for various companies on the market. I’ve described the services in detail, compared the competing businesses in the field of crisis management, shown a view of the future and built a personnel infrastructure of the described company. I’ve created a realistic company strategy and planned budgets needed for a smooth start.

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Syfte - Trots att kriser sägs vara vardagliga händelser saknas en tydlig definition avkrisbegreppet och kategorisering av de olika kristyper. Vi har identifierat två dimensioner,den externa och interna. Den externa dimensionen med fokus på hårda kriser har domineratområdet krisforskning. Således är hantering av interna och mjuka kriser ett outforskatområde. Syftet med denna studie är att bidra till förståelsen för hur svenska myndigheterarbetar med hanteringen av mjuka kriser.Metod - Denna studie tar sin grund i en kvalitativ metodansats där datainsamlingengenomfördes genom fem semistrukturerade intervjuer.Resultat - Fenomenet mjuka kriser är svårt att undersöka då detta är svårt att definiera ochfaller inom HR´s ansvarsområdet. Den traditionella krisforskningen med fokus på hårdakriser saknar kunskap kring hantering av interna mjuka kriser. Trots det visar resultaten attprecis som med hårda kriser, kan mjuka kriser studeras utifrån samtliga krisfaser. Merforskning kring fenomenet är således önskvärd.Bidrag - Denna studie skapar ett större förståelse kring definitionen av mjuka kriser samtskapar medvetenhet kring olika mjuka aspekter som skiljer sig från de externa /fysiska / hårdakriserna. Studien belyser problematiken kring olika aspekter inom mjuk krishantering ochsåledes är problematiseringen av mjuka kriser ett bidrag. Denna studie är även användbar förorganisationer som har ambitionen att inkludera hantering av mjuka kriser i sin krishantering. / Purpose - Although crises are said to be everyday events, there is no clear definition of theconcept of crisis and categorization of different types of crisis. We have identified twodimensions, the external and the internal. The external dimension with a focus on hard-corecrises has dominated the area of crisis research. Thus, dealing with internal and soft-corecrises is an unexplored area. The purpose of this study is to contribute to the understanding ofhow Swedish authorities work with the management of soft crises.Methodology - This study is based on a qualitative method approach where data collectionwas carried out through five semi-structured interviews.Results - The phenomenon of soft crises is difficult to investigate as the concept is fairly newand difficult to define, and falls within the responsibility of HR instead of crisis management.Traditional crisis research with a focus on hard-core crises lacks knowledge about handlinginternal soft crises. Nevertheless, the results show that just as with hard-core crises, soft-corecrises can be studied based on all crisis phases. More research on the phenomenon is thusdesirable.Contribution - This study contributes to the understanding of the definition of soft-corecrises and creates awareness of different soft aspects that differ from the external / physical /hard crises. The study sheds light on the problems surrounding various aspects of soft-corecrisis management and thus is the problematization of soft-core crises a contribution. Thisstudy is also useful for organizations that have the ambition to include the management ofsoft-core crises in their crisis management.

Forskning inom kriskommunikation tyder på att det är viktigt som företagare att hantera kriskommunikation väl, oavsett storlek på organisationen. Utsläppsskandalen VAG-koncernen orsakade hösten 2015 skakade bilvärlden. Miljoner fordon blev påverkade av skandalen utan förvarning. I dagsläget pågår fortfarande utsläppsskandalen.Syftet med studien var att beskriva och analysera hur VAG-koncernen kommunicerade under utsläppsskandalen, baserat på uttalanden som de själva gjort samt utifrån det bedöma hur koncernen hanterade krisen. Slutligen analyserades resultatet med diskussion där slutsatsenblev att VAG-koncernen överlag hanterat krisen på ett bra sätt genom att de bad om ursäkt för skandalen, tillsatte en ny ledningsgrupp, tog ansvar för situationen och försökte återställa allt så gott det gick. Det negativa var att de agerade långsamt. Rekommendationen från de teorier som använts i denna studie är att agera fort, inom 24-36 timmar efter krisens start. VAG-koncernens första uttalande kom sju dagar efter skandalens uppdagande.De teorier som vi oftast kunde koppla till VAG-koncernens uttalanden var Image Repair Theory (IRT) och Situational Crisis Communication Theory (SCCT). Dessa teorier kopplades till alla tio uttalanden. Fem av uttalandena kopplades till strategin tillrättaläggande inom teorin IRT, vilket var den strategi som hade högst frekvens bland koncernens uttalanden. / Crisis communication is a globally central concept. Research in the area indicates that it isimportant for businesses to handle crisis communication well, regardless the size of theorganization. The emission scandal caused by the VAG-group in the autumn 2015 rattled theautomotive business. Millions of vehicles were affected by the scandal without warning. Thescandal is still going on in present time.The purpose of the study was to describe and analyze how the VAG-group communicatedduring the crisis based on the statements made by the VAG-group. Additionally, also determinehow VAG handled the crisis. Finally the result was analyzed with a discussion where theconclusion is that the VAG-group generally handles the crisis well since they apologized forthe scandal, changed the board, took responsibility for the situation and tried to restoreeverything as much as possible. The only negative aspect was their slow acting. Therecommendation from the theories used in this study is to act fast, within 24-36 hours after thestart of the crisis. For the VAG-group the first statement came seven days after the reveal of thescandal.The theories that we could connect mostly to the statements made by the VAG-group were theImage Repair Theory (IRT) and the Situational Crisis Communication (SCCT). These theoriescould be related to all ten statements. In five of the statements the strategy Corrective actionfrom IRT was connected which was the strategy with the highest frequency within thestatements by the VAG-group.

Abstract Title: The core of successful crisis communication? A study of external transparency in preventative crisis communication through a company perspective. Authors: Caroline Ehrning & Frida Kempe. Aim: This study examines how four companies proactively work with external transparency within preventing crisis communication. Research problem: There are gaps in the research of preventative crisis communication, not at the least in correlation with transparency. Method/material: We have conducted qualitative interviews with people who all hold leadership positions in the communications departments at four companies. Theoretical framework: In this study the following theoretical framework have been used; transparency theory, issues management, reputation management and communication effect theory. Main results: Three of the four companies use external transparency to prevent crises, but the way they apply transparency differ. The majority of the work is directed towards media, because of its power. Further can be noted that all companies, except but one, could identify potential improvements in their work with external transparency as a tool to prevent the dimension of the crisis. Social importance: We hope to contribute to the research about how transparency is, and can, be used in the preventative crisis communication. Number of pages: 48 Course: Media and communication studies C. Department: Department of informatics. University: Uppsala University. Period: HT 2015. Tutor: Therese Monstad.

Submitted in partial fulfilment of the requirements for the Master in Technology: Public Relations Management, Durban University of Technology, 2010. / The National Plan for Higher Education (2001) provides a framework for achieving the vision of a single co-ordinated higher education system. In order to meet the goals of this plan, various technikons and universities had to merge. Pityana (2004: 4-5) points out that, in addition to opportunities, various challenges have also emerged from these mergers. One such challenge is that higher education institutions may find themselves in tensions with their partners which may result in disagreements that could lead to crisis situations. Marconi (2005: 262) argues that, in crisis situations, the pace of the conflict accelerates dramatically. This means that the affected parties have to react very quickly or risk having their ability to protect their interests substantially reduced, hence the need for a crisis communication plan. Implicit in this plan is the importance of communication. McCusker (2006: 108) maintains that, often in crisis a situation, communication gets distorted. As a result, rumours often supplant real facts. Thus, clear communication needs to be pre-planned and increased during a crisis. This dissertation, therefore, sets out to investigate the role of communication during the planning and management of crises at higher education institutions in KwaZulu-Natal. It reports on preliminary results of in-depth interviews conducted at higher education institutions in KwaZulu- Natal and offers recommendations so that crises planning and management may be improved upon. / National Research Foundation

Studiens syfte är att undersöka vilka konsekvenser en nationell kris kan få på organisationsnivå, vilka strategier som använts för att hantera krisen, samt medarbetarnas uppfattning av krishanteringen. Studien har utformats som en fallstudie där kvalitativa intervjuer genomförts i en kommunal verksamhet, med inriktning på integration, mitt under en pågående flyktingkris. Intervjuerna har omfattat medarbetare, föreståndare samt chefer och HR på strategisk nivå. Resultatet visar att den nationella flyktingkrisen fått stora konsekvenser för verksamheten. Bildandet av en händelsegrupp, med uppgift att söka lösningar på strategisk nivå, användandet av HR som expertroll samt ledningens agerande har varit de mest framträdande strategierna. Ledningens agerande har präglats av tillgänglighet, förtroende och acceptans. De har även visat mod och flexibilitet genom att förändra rekryteringsprocessen samt låtit medarbetare utvecklas genom ökat ansvar och mandat. Bland tidigare forskningsbidrag fokuserar endast ett fåtal på medarbetarnas upplevelse av krishanteringen. Vår studie lyfter fram medarbetarnas uppfattningar och visar att delaktighet, stöd och feedback varit avgörande för krishanteringen. / The purpose of this study is to examine what consequences a national crisis can have on organizational level, what strategies has been used to manage it, and the co-workers perception of the crisis management. The study has been designed as a case study within a Swedish municipality during an ongoing refugee crisis. Qualitative interviews were conducted on three levels of the organization covering the perception of co-workers, head of the units along with managers and HR on a strategic level. The result shows that the national refugee crisis has had a large impact on the municipality and their everyday operations. Establishing a crisis management team, using HR as an expert resource and the actions taken by leaders were the most salient strategies. The leadership expressed by the management was characterized by availability, trust and acceptance. They showed courage and flexibility by changing the recruitment process and letting the co-workers develop through enhanced responsibility and by giving clear mandates. Previously, there has only been limited research focusing on the co-workers perception of crisis management strategies, a gap that this study aims to reduce. From this perspective the result shows that participation, support and feedback has been prominent for the co-workers perception of the crisis management.

The main topic of this thesis is crisis intervention that is focused on the topic crisis intervention. As a specific feature that is associated with this phenomenon is anonymity. Anonymity includes both theoretical part and a practical part. For this thesis are used domestic resources and foreign resources. Rich source of information are students' thesis that frequently deal with this topic. The practical part consists of a qualitative research focused on a semi-structured questionnaire with workers on a child helpline - Linka bezpečí. The aim of this thesis is to investigate how anonymity affects the communication with the client from the perspective of consultants of Linka bezpečí.

Facebook´s importance has grown significantly regarding crisis communication. A deficiency concerning what types of companies has been investigated earlier and how their crisis communication should be carried out on Facebook, has been identified. The aim of this study is to examine the crisis communication of a smaller company on Facebook and explore how this communication has been received by the company’s recipients. We apply an explorative approach on to a case study in order to answer the aim. The posts of the company and the comments of the Facebook users were coded and analyzed to see whether the crisis communication of the company had resulted in a positive, negative or neutral outcome. Based on this study it can be stated that no association between the communication of the company and the reactions of the Facebook users can be identified. This lack of association is due to more contributory factors than the ones investigated in this paper.