Abstract China Steel Corporation (CSC) was established in 1971. As all employees having been toiling together, has gradually forged itself as an affirmed enterprise group. During the late 1980s, the increasing civil awareness of environmental protection has caused mass and continuous violent protests. In view of this, CSC, a state-owned company then, abided by the Government policy to strengthen good relations with communities, established communication channels with the Legislative Yuan, the congress in Taiwan, and the media, so as to reinforce the communication with the stakeholders and improve crisis management effectiveness. In April 1988, CSC¡¦s Public Relations Office was established to promote public relations-related activities. It was renamed as Public Affairs Office after the privatization of CSC in 1995. During this evolutional process of environmental civil rights the author was fortunate enough to grow up together with CSC, and participated in many cases of crisis management. Experience shows that the first priority of crisis management is crisis prevention, and the highest level of crisis management is to transform the crisis into opportunity. Otherwise, a corporate will pay a significant price, and compromise its image. Realizing the importance of crisis prevention and management to a corporate, the author selects this issue as a research subject. This study is based on the process of crisis management proposed by Mitroff & Pearson as the main theoretical framework. The five stages proposed include (a) signal detection, (b) probing and prevention, (c) damage containment, (d) recovery, (e) learning. This study adopts the case analysis and depth interviews as research method, supplemented by literature review in order to verify both the practice and theory to be coherent and consistent. Two cases, foreign labor event of K Corporation and fire accident of C Corporation are studied by depth interviews with experts in crisis management of CSC Group. In addition, this study particularly strengthens the design of the interview to make the research more complete and satisfactory. This study selects the people with practical experience in these events as the interviewee. Through depth interviews, this study tries to present a more objective view of these events from the aspects of scope, depth. From the case study, it is found that most companies neglect the concept of crisis prevention, however, pay much attention to handling the crises instead. As a result, these companies have to pay more cost and price for their ignorance of crisis prevention. Study also found that over the past twenty years, there were several occurrences of crises in CSC Group companies. Substantial compensation has never been the case occurred. However, C Corporation was obliged to compensate as the company¡¦s event of fire, which brings the CSC Group serious sequela and potential crisis, and as a result, increases the difficulties of crisis management. This study tries to provide some recommendations that would be helpful for CSC Group and other businesses for their reference and in establishing systems of crisis prevention and crisis management.

This study’s purpose was to glean a comprehensive list of the leadership challenges faced and strategies utilized during campus crisis and tragedy. It also sought to examine the goals of leadership at different phases of a crisis, aspects of leadership focused on, and recommended leadership practices to follow. A typology was created to identify appropriate crises. The typology classified crises as (a) institution as victim, (b) natural disaster, or (c) institution having legal liability. Fourteen interviews were conducted at eight schools. Interview transcripts were segmented into units for analysis. These data units were coded, grouped into categories, and named as themes. Once all themes were identified, overarching themes established the findings. Eight major challenges were identified for campus leaders during crisis: (a) leading in spite of a loss of control, (b) coping with deficient, inadequate, or non-existent technical and human crisis response measures or systems, (c) evaluation of leadership decisions occurring almost simultaneously to leadership actions, (d) altering operations and relationships, (e) managing transitions within the life of the crisis, (f) communicating about the crisis, (g) dealing with multiple constituency groups, and (h) dealing with longterm effects. Ten categories of strategies were identified: (a) making safety the priority, (b) leading planning and policy development, (c) garnering resources, (d) leading intentional communications efforts, (e) clarifying the leadership infrastructure, (f) accepting responsibility for crisis leadership, (g) modifying the leadership approach, (h) framing the crisis for others, (i) leading the healing process, and (j) leading efforts to learn from the crisis. Study findings suggested that it is not the type of crisis but the amount of devastation that determines leadership challenges and approaches. Leadership challenges evolve through predictable stages, invoking a broad range of leadership skills and concepts. During crisis, campus leaders focus on collaborative, symbolic, and logistical leadership. Sharing a common orientation during crisis is facilitative in the decision-making process. Policy development is a powerful means of bringing structure to a chaotic situation and of demonstrating an ethic of care. Findings from this study provided not only an overview of leadership challenges and strategies during campus crisis, but insight into a variety of crisis types, and practical application strategies for university administrators.

Abstract This thesis focuses on the SARS epidemic situation in 2003, conducting the comparison research. The compared objects are Singapore and Taiwan government¡¦s strategies. When Singapore and Taiwan have been through repeatedly the same crisis, which policies and measures have both countries separately made? Why the Singapore government's strategies were more successful? But Taiwan's strategies were actually thought awaits improvements. This article first introduces SARS epidemic situation development in 2003, after understanding event background, gradually will discuss the focal point to gather in Singapore and Taiwan. Then, the writer will make the analysis to the Singapore government as well as the Taiwan government SARS epidemic situation crisis management. The crisis management can be separated to three phases: crisis prevent phase, crisis handle phase and crisis restore phase, and the writer will discuss each phase. Finally, proposes regarding the government whole related SARS epidemic situation crisis management view and the suggestion.

The purpose of this study is focused on The Study of the Relationship Among the Crisis Incident of the Enterprise and News Coverage. The Content report analysis and semi-structured interviews were adopted in the study. In the Content report analysis,the samples were come from HANSHIN Department Store¡BGRAND HI-LAI Hotel and Kaohsinug Pacific SOGO Department Store. This study was used Semi-structured interviews for further investigation from 3 business¡¦s PR related personnel and 4 different planes media reporter. Therefore,7 persons were interviewed for this study. The following results were derived: Business owner and the media rechallenges the ordinary familiar outside person, the matter, the thing, the environment, the variable which the increase crisis links up.otherwises, The benefit sponsor's role possibly turns the key which the danger thing sends, The crisis cause existence is indefinite, cause troubles the status to form the migration -like trend, also changes the crisis already to have condition, presents the mobilized development. Reporter and the news originate the interaction relates into the parallel pattern, the strengthening "the scene principle" report.And the picture has become various media competition new stage, Gradually substitutes for the frame news fact another tool. The news originates the multiplication, the information czar's phenomenon gradually blurs. Eventually, this study was concluded the valuable analyzed results and also provide the references for business¡BPR and the future investigation. Keywords¡GCrisis Incident¡ANews Coverage

All over the world, corporate scandals, big and small, affect our daily life. Since the beginning of the 21st century, major American corporations including WorldCom, Enron, Dynegy, Merk, Tyco, Lucent Technologies, Merrill Lynch, Global Crossing, and Health South were involved in corporate scandals. In Europe, accounting fraud and other criminal activities were uncovered at Switzerland¡¦s Adecco, the Netherlands¡¦ Ahold, and Parmalat, the Italian dairy concern whose owners defrauded investors of billions of dollars, including more than 1.5 billion US dollars from American investors. Crisis management is often portrayed as reactive activity directed at problems, usually arising from human error, and already escalating. The development of a crisis is often indeterminate rather than fixed. Crisis management can mean quick actions that prevent a triggering event as it unfolds or delayed action that mops up after the triggering event has run it course. In this paper, the proposed crisis management model is the M3 theory for managing multiple mistakes derived from Robert E. Mittelstaedt, Jr.¡¦s book, ¡§Will Your Next Mistake Be Fatal? Avoiding the Chain of Mistakes That Can Destroy Your Organization.¡¨ In this book, Mittelstaedt addresses errors in preparation, execution, strategy, and culture. He emphasizes that firms need to build internal control systems that will trigger clear and actionable alarms before ¡§failure chains¡¨ accelerate beyond control. The process of Managing Multiple Mistakes (M3) can determine whether an organization ends up in a negative or positive light on the front page of a national newspaper. ¡§The concept of Managing Multiple mistakes," Mittelstaedt writes, ¡§is based on the observation that nearly all serious accidents, whether physical or business, are the result of more than one mistake. If we do not ¡¥break the chain¡¦ of mistakes early, the damage that is done, and its cost, will go up exponentially¡K until the situation is irreparable.¡¨

Outline As crises - ranging from mildly disruptive to disastrous - (1) become more frequent, corporate managers have no choice but to accept them as an inescapable reality to be factored into their planning and decision-making. When a crisis occurs, the performance of its crisis managers will determine the future of an organization. This thesis discusses four public crises that occurred in Taiwan in the 1990¡¦s which illustrate the key importance of a corporation¡¦s crisis management. After a thorough analysis of the four cases, we reached the following conclusions: Corporate culture is an important factor in crisis management. It determines how crises are perceived by people within the company, and the way in which they deal with the crises. Hence the corporate structure and reward system should be designed to encourage positive behavior. The management of stakeholder relationships is an integral part of crisis management. The concerns, views, and ideas of a wide variety of people ¡V employees, managers, customers, suppliers, the public and foreign trading partners ¡V need to be considered. (2) And the company must be willing to discuss all matters with the aim of achieving mutual trust and understanding. A carefully considered contingency plan is always the best solution. Careful attention paid to these processes will, without doubt, help to anticipate and avert crises.

No English Abstract.

Thesis (M.A.)--Michigan State University, 2007. / Adviser: Yoonhyeung Choi. Includes bibliographical references.

Thesis (Master of Arts in Tourism) -- University of Canberra, 2007.

Thirteen qualitative interviews have been conducted with key individuals who have profound knowledge and experience in the subject of crisis communication. The thesis used a theory testing approach and highlights the main issues regarding the influence of intercultural competence in crisis information, and to what extent social media channels are used for crisis communication. Also, it covers how the leadership during crises affects the communication from the perspectives of the key individuals. In this empirical investigation, the analytical method of thematization has been used in order to select essential themes throughout the qualitative interviews. These themes have been compared to the relevant theories within the subject - crisis communication, intercultural competence, and social media in crisis situations. The emerging conclusions from this study were the importance of pre-existing relations between organizations and authorities in crisis situations, and the amplifications of crisis communication through crisis networks operating between organizations. Another conclusion was that proactive crisis communication plans need to be of a consise and general design to be practical in crisis situations. Furthermore, one conclusion was that most organizations according to the interviewees were aware of the absence of intercultural competence, but due to lack of resources this was not prioritized. The last conclusion was that social media channels have a high interest level during crisis situations, but was seldom used to a large extent during crises