Thesis (M.S.)--West Virginia University, 2003. / Title from document title page. Document formatted into pages; contains v, 92 p. Includes abstract. Includes bibliographical references (p. 78-92).

A Comunicação Organizacional é um instrumento precioso e imprescindível tanto como ferramenta auxiliar no planejamento estratégico integrado quanto na prevenção ou resolução de uma crise de imagem, sendo esta definida como uma entidade externa e uma construção mental que inclui ideias, sentimentos, atitudes, conceitos mentais e expectativas, e que pode afetar diretamente a relação da organização com o seu público (STERN; ZINKHAN; JAJU, 2001). As estratégias de Comunicação Organizacional interferem diretamente ainda na recuperação da credibilidade e na reconstrução da imagem corporativa após um incidente de crise. Este estudo apresenta estratégias de Comunicação Organizacional e de Gestão de Crise de Imagem adotadas pela Assessoria de Comunicação do Instituto Federal de Educação, Ciência e Tecnologia do Rio Grande do Sul – Campus Caxias do Sul. Dois anos depois de ter sido instituído, em 2010, o IFRS Campus Caxias do Sul enfrentou uma crise ocasionada pelo atraso na conclusão da obra da sede definitiva, fato que ocasionou protestos dos alunos, pais e servidores da instituição e que foi amplamente divulgado pela imprensa O início do trabalho de Comunicação Organizacional se deu em 2013, a partir de um planejamento de comunicação estratégica. Inicialmente, foi realizada uma pesquisa qualitativa exploratória com os stakeholders (alunos, servidores, pais ou responsáveis e profissionais da imprensa), a fim de ampliar os conhecimentos sobre o contexto da crise. Após o diagnóstico da situação, foi realizado um Planejamento de Comunicação Organizacional e um Plano de Gestão de Crise de Imagem, com base no modelo de Timothy Coombs, elaborados para que a instituição pudesse recuperar a imagem abalada e a credibilidade do seu público de interesse. A implantação das estratégias de comunicação e do Plano de Gestão de Crise de Imagem foi planejada e executada em conjunto pela assessoria de comunicação e os gestores responsáveis pela instituição e resultaram em maior proximidade com o público e maior transparência nas relações, despertando o sentimento de pertencimento dos stakeholders em relação à instituição. / Organizational Communication is a precious and indispensable instrument as an auxiliary tool in integrated strategic planning and in the prevention or resolution of an image crisis, defined as an external entity and a mental construct that includes ideas, feelings, attitudes, mental concepts and Expectations, and that can directly affect the organization's relationship with its public (STERN; ZINKHAN; JAJU, 2001). The Organizational Communication strategies directly interfere in the recovery of credibility and in the reconstruction of the corporate image after an incident of crisis. This study presents strategies of Organizational Communication and Image Crisis Management adopted by the Communication Department of the Federal Institute of Education, Science and Technology of Rio Grande do Sul - Caxias do Sul Campus. Two years after it was instituted in 2010, The IFRS Campus Caxias do Sul faced an image crisis caused by the delay in the completion of the definitive headquarters work, a fact that provoked protests from students, parents and employees of the institution and was widely publicized in the press. The beginning of the work of Organizational Communication occurred in 2013, from a strategic communication planning. Initially, a qualitative exploratory research was carried out with the stakeholders (students, servants, parents or leaders and the press) in order to increase knowledge about the context of the crisis After the situation was diagnosed, an Organizational Communication Plan and an Image Crisis Management Plan, based on the Timothy Coombs model, were prepared so that the institution could recover the shaken image and the credibility of its target audience. The implementation of the communication strategies and the Image Crisis Management Plan was planned and carried out jointly by the communication advisor and the managers responsible for the institution, and resulted in greater proximity to the public and greater transparency in the relations, arousing the feeling of the stakeholders in relation to the institution.

In the era of globalization, countries compete with each other for attention, respect and trust of potential consumers, investors, tourists, media and governments of other nations. Branding is the most powerful tool that a nation can utilize for effective differentiation strategies and for creating competitive advantage over other nations. Unfortunately, not every nations or destination marketers have a broad understanding of the concept of branding and how a country can be successfully branded. Hence, this study has proposed a model that could be used as a valuable guide for country branding. Also the model is recommended for countries struggling with image crisis; on the mission to improve the image internationally. Nigeria is a good example of countries with image crisis; it is one of the most populated countries in the world with a population of about 160 million inhabitants and growth rate of 2.553percent annually. Despite the abundant resources (e.g. coal, petroleum, natural gas etc.) that the nation is endowed with, it is quite disappointing that the population below poverty line is still at the alarming rate of 70percent of the total population. The mismanagement and poor leadership of the nation characterised by corruption, fraud, embezzlement of public fund etc. has culminated into serious image crisis that is slowing down the potential for investment and economic growth. However, there has been series of image rebranding campaigns but no tangible achievement has been recorded. It is quite questionable though, if image rebranding will provide the kind of future that Nigeria envisaged, considering the socio-political situation and the economic imbalance; compounded by the obvious fact that the nation has no known brand. Therefore, this paper argues that there is need to redirect the effort invested on image rebranding to the creation of a unique and competitive brand for the country. It was established from the study that a nation’s brand is capable of improving the reputation of the nation as well as stimulate the expectation of the target audience. However, it was also established from the study that a wrong approach to branding could mislead the target audience and attract negative publicity. Hence, as a contribution of the study to the field of branding, a model was proposed as a functional guide for country branding. Also, considering the abysmal performance of Nigeria’s image in the international community and to strengthen the argument that brand creation is required for the country; an experimental application of the proposed model was conducted using Nigeria as the case country. The first phase of the model suggested a major improvement in the society; this is required to further enhance the strengths of the country and to motivate the much needed community participation and confidence in the brand creation. It is the conclusion of the study that a strong nation brand can offset the image problem if it is built on something concrete, genuine, and uniquely identifiable with the country, capable of connecting to the cognitive psychology of the target audience.

A Comunicação Organizacional é um instrumento precioso e imprescindível tanto como ferramenta auxiliar no planejamento estratégico integrado quanto na prevenção ou resolução de uma crise de imagem, sendo esta definida como uma entidade externa e uma construção mental que inclui ideias, sentimentos, atitudes, conceitos mentais e expectativas, e que pode afetar diretamente a relação da organização com o seu público (STERN; ZINKHAN; JAJU, 2001). As estratégias de Comunicação Organizacional interferem diretamente ainda na recuperação da credibilidade e na reconstrução da imagem corporativa após um incidente de crise. Este estudo apresenta estratégias de Comunicação Organizacional e de Gestão de Crise de Imagem adotadas pela Assessoria de Comunicação do Instituto Federal de Educação, Ciência e Tecnologia do Rio Grande do Sul – Campus Caxias do Sul. Dois anos depois de ter sido instituído, em 2010, o IFRS Campus Caxias do Sul enfrentou uma crise ocasionada pelo atraso na conclusão da obra da sede definitiva, fato que ocasionou protestos dos alunos, pais e servidores da instituição e que foi amplamente divulgado pela imprensa O início do trabalho de Comunicação Organizacional se deu em 2013, a partir de um planejamento de comunicação estratégica. Inicialmente, foi realizada uma pesquisa qualitativa exploratória com os stakeholders (alunos, servidores, pais ou responsáveis e profissionais da imprensa), a fim de ampliar os conhecimentos sobre o contexto da crise. Após o diagnóstico da situação, foi realizado um Planejamento de Comunicação Organizacional e um Plano de Gestão de Crise de Imagem, com base no modelo de Timothy Coombs, elaborados para que a instituição pudesse recuperar a imagem abalada e a credibilidade do seu público de interesse. A implantação das estratégias de comunicação e do Plano de Gestão de Crise de Imagem foi planejada e executada em conjunto pela assessoria de comunicação e os gestores responsáveis pela instituição e resultaram em maior proximidade com o público e maior transparência nas relações, despertando o sentimento de pertencimento dos stakeholders em relação à instituição. / Organizational Communication is a precious and indispensable instrument as an auxiliary tool in integrated strategic planning and in the prevention or resolution of an image crisis, defined as an external entity and a mental construct that includes ideas, feelings, attitudes, mental concepts and Expectations, and that can directly affect the organization's relationship with its public (STERN; ZINKHAN; JAJU, 2001). The Organizational Communication strategies directly interfere in the recovery of credibility and in the reconstruction of the corporate image after an incident of crisis. This study presents strategies of Organizational Communication and Image Crisis Management adopted by the Communication Department of the Federal Institute of Education, Science and Technology of Rio Grande do Sul - Caxias do Sul Campus. Two years after it was instituted in 2010, The IFRS Campus Caxias do Sul faced an image crisis caused by the delay in the completion of the definitive headquarters work, a fact that provoked protests from students, parents and employees of the institution and was widely publicized in the press. The beginning of the work of Organizational Communication occurred in 2013, from a strategic communication planning. Initially, a qualitative exploratory research was carried out with the stakeholders (students, servants, parents or leaders and the press) in order to increase knowledge about the context of the crisis After the situation was diagnosed, an Organizational Communication Plan and an Image Crisis Management Plan, based on the Timothy Coombs model, were prepared so that the institution could recover the shaken image and the credibility of its target audience. The implementation of the communication strategies and the Image Crisis Management Plan was planned and carried out jointly by the communication advisor and the managers responsible for the institution, and resulted in greater proximity to the public and greater transparency in the relations, arousing the feeling of the stakeholders in relation to the institution.

A Comunicação Organizacional é um instrumento precioso e imprescindível tanto como ferramenta auxiliar no planejamento estratégico integrado quanto na prevenção ou resolução de uma crise de imagem, sendo esta definida como uma entidade externa e uma construção mental que inclui ideias, sentimentos, atitudes, conceitos mentais e expectativas, e que pode afetar diretamente a relação da organização com o seu público (STERN; ZINKHAN; JAJU, 2001). As estratégias de Comunicação Organizacional interferem diretamente ainda na recuperação da credibilidade e na reconstrução da imagem corporativa após um incidente de crise. Este estudo apresenta estratégias de Comunicação Organizacional e de Gestão de Crise de Imagem adotadas pela Assessoria de Comunicação do Instituto Federal de Educação, Ciência e Tecnologia do Rio Grande do Sul – Campus Caxias do Sul. Dois anos depois de ter sido instituído, em 2010, o IFRS Campus Caxias do Sul enfrentou uma crise ocasionada pelo atraso na conclusão da obra da sede definitiva, fato que ocasionou protestos dos alunos, pais e servidores da instituição e que foi amplamente divulgado pela imprensa O início do trabalho de Comunicação Organizacional se deu em 2013, a partir de um planejamento de comunicação estratégica. Inicialmente, foi realizada uma pesquisa qualitativa exploratória com os stakeholders (alunos, servidores, pais ou responsáveis e profissionais da imprensa), a fim de ampliar os conhecimentos sobre o contexto da crise. Após o diagnóstico da situação, foi realizado um Planejamento de Comunicação Organizacional e um Plano de Gestão de Crise de Imagem, com base no modelo de Timothy Coombs, elaborados para que a instituição pudesse recuperar a imagem abalada e a credibilidade do seu público de interesse. A implantação das estratégias de comunicação e do Plano de Gestão de Crise de Imagem foi planejada e executada em conjunto pela assessoria de comunicação e os gestores responsáveis pela instituição e resultaram em maior proximidade com o público e maior transparência nas relações, despertando o sentimento de pertencimento dos stakeholders em relação à instituição. / Organizational Communication is a precious and indispensable instrument as an auxiliary tool in integrated strategic planning and in the prevention or resolution of an image crisis, defined as an external entity and a mental construct that includes ideas, feelings, attitudes, mental concepts and Expectations, and that can directly affect the organization's relationship with its public (STERN; ZINKHAN; JAJU, 2001). The Organizational Communication strategies directly interfere in the recovery of credibility and in the reconstruction of the corporate image after an incident of crisis. This study presents strategies of Organizational Communication and Image Crisis Management adopted by the Communication Department of the Federal Institute of Education, Science and Technology of Rio Grande do Sul - Caxias do Sul Campus. Two years after it was instituted in 2010, The IFRS Campus Caxias do Sul faced an image crisis caused by the delay in the completion of the definitive headquarters work, a fact that provoked protests from students, parents and employees of the institution and was widely publicized in the press. The beginning of the work of Organizational Communication occurred in 2013, from a strategic communication planning. Initially, a qualitative exploratory research was carried out with the stakeholders (students, servants, parents or leaders and the press) in order to increase knowledge about the context of the crisis After the situation was diagnosed, an Organizational Communication Plan and an Image Crisis Management Plan, based on the Timothy Coombs model, were prepared so that the institution could recover the shaken image and the credibility of its target audience. The implementation of the communication strategies and the Image Crisis Management Plan was planned and carried out jointly by the communication advisor and the managers responsible for the institution, and resulted in greater proximity to the public and greater transparency in the relations, arousing the feeling of the stakeholders in relation to the institution.

The aim of this thesis is to investigate the Chinese government’s disaster response over the past two decades, analyze any patterns or recurring management behaviors, and understand the government’s overall emergency response capability. Disaster response is one area that reflects the Chinese Communist Party’s ability to govern and exhibit performance legitimacy. As an authoritarian regime, the CCP relies on repression and performance to maintain its authority, especially so when national disasters occur. During times of crisis, the CCP is expected to maintain control and minimize potentially negative consequences. Not doing so results in a potential image crisis and loss of legitimacy. The cases studied in this thesis were the 2005 Songhua River benzene spill, the 2008 winter storms, the 2008 Wenchuan earthquake, the 2015 Tianjin warehouse explosions, and the 2016 June and July floods. The 2008 Wenchuan earthquake was the deadliest disaster in a generation and provides the most thorough example to investigate China’s government disaster response capabilities. Two of these crises were industrial chemical accidents near or in major Chinese cities. The remaining two were weather disasters spread over a large area that required a far-reaching and coordinated government response across multiple provinces. Each of these sets displays a type of national disaster that China experiences regularly. In conclusion, the investigation makes two conclusions about the government’s disaster response capabilities. First, the central government is able to make extensive use of its overall authority and hierarchical structure to mobilize state resources on a massive scale. This includes the CCP’s control of the People’s Liberation Army and state emergency personnel, the government’s economic authority to impose immediate regulatory measures, and ability to gather and distribute physical resources. Second, the CCP seeks to avert an image crisis to maintain a veneer of performance legitimacy. Two common tactics are repressing investigative journalism and jailing critics while molding an image of a paternalistic and protecting state through compassionate moral performance. However, the necessity for this last conclusions hints at why such practices are necessary in the first place. The CCP’s rush for economic growth, lack of accountability, and propensity for corruption among other things are the very factors that have allowed disasters to become crises. Extreme measures are necessitated because the system the Party has built is prone to crisis. Without fundamental change, the CCP will continue facing such crises in the foreseeable future.

Zoological gardens play an important role in conservation and preservation of wildlife nowadays. Building a positive image and trust of the public is very important for them to be able to work on this mission. Providing the public with up-to-date and positive information about what goes on within the organisation helps keeping up or even increasing visitor numbers. Press staff of the zoos use a set of simple marketing tools to turn some of their animals into iconic celebrities. On the other hand, zoos have their fair share of crisis situations such as the loss or escape of animals, natural disasters, injuries to staff or visitors, loss of trust or increasing entrance fees. This thesis analyses a number of such important crises in Czech zoos using qualitative analysis methods and offers some solutions that might diminish the impact of similar situations in future.

Made available in DSpace on 2016-08-03T12:30:29Z (GMT). No. of bitstreams: 1 Maria Carolina pag 1-225.pdf: 1632651 bytes, checksum: 8f01eb7032f21d0b7e02f52ae2e2234b (MD5) Previous issue date: 2007-03-07 / This is a study about the process of communication associated with the Autovisão case, an episode in 2003 that triggered an image crisis at Volkswagen do Brazil. The objective of this research is to present how the company managed this crisis, especially with regards to the media. This investigation was based on news articles from the periodicals Folha de S.Paulo, O Estado de S.Paulo, Diário do Grande ABC, Valeparaibano, and the labor union newspapers Tribuna Metalúrgica, of Sindicato dos Metalúrgicos do ABC, and Jornal do Metalúrgico from the Sindicato dos Metalúrgicos de Taubaté. The research method utilized was a case study. In addition to describing the most important events, this research's objective was to understand why the Autovisão was negatively mentioned in the media and to the stakeholders. This research concludes that Volkswagen was not prepared to manage its image crisis and had committed a number of mistakes that aggravated the situation. / Estudo sobre o processo de comunicação associado ao caso Autovisão, episódio que se transformou, em 2003, em uma crise de imagem para a Volkswagen do Brasil. O objetivo desta pesquisa é mostrar como a montadora gerenciou a crise, com destaque especial à interação com a mídia. A investigação foi realizada a partir das matérias publicadas na Folha de S.Paulo, O Estado de S.Paulo, Diário do Grande ABC e Valeparaibano, e nos jornais sindicais Tribuna Metalúrgica, do Sindicato dos Metalúrgicos do ABC, e Jornal do Metalúrgico, do Sindicato dos Metalúrgicos de Taubaté. O método de pesquisa utilizado foi o estudo de caso único descritivo. Além da descrição dos principais momentos do episódio, buscou-se compreender porque a Autovisão repercutiu negativamente na mídia e junto aos seus públicos de interesse. Conclui-se que a Volkswagen não estava preparada para gerenciar esta crise de imagem, tendo cometido uma série de erros de comunicação que contribuíram para agravá-la.

The diploma thesis deals with the topic of new myth in art since the end of 1920s to the February coup in 1948. The thesis focuses on the work of Josef Šíma and the artists of Groop 42 and it is based on the premise that there was a new myth emerging in both cases. This premise relies on historical sources and secondary literature and the idea is further developed in the thesis. Its structure responds to chronological order of the topics in question, which correspond to the individual chapters. Connecting link of the thesis is the personage of Josef Šíma, which was also role model for the younger artists of Groop 42. Important are also the approaches to the new myth of Václav Navrátil, Jindřich Chalupecký and Karel Teige. All of them commented on both work of Josef Šíma and the art of newly formed generation, all of them also commented on the political situation. The thesis stresses the difference between the artistic and political myth in that period and more attention to the new myth in political ideology is paid in the last chapter. This version of myth manifested itself in February 1948 by establishment of totalitarian political regime. Key words New myth, crises, revolution, symbol, Josef Šíma, Le Gand Jeu, Group 42, romanticism, Karel Hynek Mácha, Jindřich Chalupecký, Václav Navrátil, Karel...