【正文】 重用技術(shù)：可設(shè)計(jì)技術(shù)，使他們能夠在危機(jī)中執(zhí)行的行動(dòng)， 并成為 主要職能。此外，需要強(qiáng)調(diào)訓(xùn)練和測(cè)試不同的解決方案。 危機(jī)管理，將使其危機(jī)管理更容易迅速作出反應(yīng)。 危機(jī)替罪羊： 危機(jī)管理者 指責(zé)一些危機(jī)的組織以外的個(gè)人或團(tuán)體 。 意外：缺乏控制導(dǎo)致危機(jī)形勢(shì)下的事件。 1形象 ：危機(jī)管理者 利用 利益相關(guān)者對(duì)自己行為的贊譽(yù) 。 據(jù)恐怖襲擊攻擊的地方的地圖的日期邏輯軌跡觀察策劃 如何反擊 對(duì)印度 的襲擊 ，其中有一個(gè) 26 度的統(tǒng)一角度和雙曲線 規(guī)律， 維沙卡帕特南臥時(shí)的運(yùn) 動(dòng)軌跡是更大規(guī)模的推斷可能的目標(biāo)與線性醒目的日期分別為 1 月 13 日和 3 月 26日 。在印度軍隊(duì)的手中無情的失敗在 1971 年，巴基斯坦軍隊(duì)為了報(bào)仇 開發(fā)了一個(gè)精心策劃的軌跡清楚地表明了其覆蓋整個(gè)印度地區(qū)，以證明其軍事力量。這些警察 并不是死于恐怖分子的槍彈下，而是死于相信這些防彈衣能保護(hù)自己的生命。核供應(yīng)國集團(tuán)的突擊隊(duì)花了三天 時(shí)間 以 阻截 這些恐怖。話雖如此， 也不能保證這 一個(gè)更好的法律和秩序的情況與其他地鐵相比，在 遭受 恐怖襲擊 的 城市 中 將保護(hù)你 的安全 。和藹可親的 首席執(zhí)行長官 ，詹姆斯伯克，出現(xiàn)在電視廣告和在新聞發(fā)布會(huì)上，告知消費(fèi)者該公司的行動(dòng) 。在本周結(jié)束時(shí)，在一家商店發(fā)現(xiàn)另一瓶污染的泰諾，制造商向全國范圍內(nèi)發(fā)出的警告， 告誡 人們不應(yīng)該使用在其膠囊的形式 服藥 （魯?shù)婪颍?1986 年） ，這些僅僅在事件發(fā)生后的幾分鐘而已。發(fā)出了新聞稿，宣布召回 。 美泰 全國最大的玩具制造商美泰公司，在 2020 年夏天 遭受危機(jī) 困擾，包括從中國出口的問題 玩具 ，面臨著在兩周內(nèi)兩次產(chǎn)品召回。他們告訴每一個(gè)新聞概述釋放回憶檢查他們的電子郵件，邀請(qǐng)他們與管理人員和預(yù)定的電視露面 ， 與美泰公司首席執(zhí)行官 進(jìn)行 電話交談的電話會(huì)議。雖然危機(jī)開始為負(fù)威脅，有效的危機(jī)管理可以將損失降至最低。 金融危機(jī)又稱金融風(fēng)暴，是指一個(gè)國家或幾個(gè)國家與地區(qū)的全部或大部分金融指標(biāo)，例如短期利率，貨幣資產(chǎn)，證劵，房地產(chǎn)，土地（價(jià)格），商業(yè)破產(chǎn)數(shù)和金融機(jī)構(gòu)倒閉數(shù)的急劇、短暫和超周期惡化。由此可見在發(fā)生重大危機(jī)時(shí)國家危機(jī)管理部門迅速、科學(xué)的危機(jī)管理管理是至關(guān)重要的。 Communication Dr. M. C. Saxena college of Engg. amp。 Johnson recalled and destroyed 31 million capsules at a cost of $100 million. The affable CEO, James Burke, appeared in television ads and at news conferences informing consumers of the pany39。s end, when another bottle of tainted Tylenol was discovered in a store, it took only a matter of minutes for the manufacturer to issue a nationwide warning that people should not use the medication in its capsule form (Rudolph, 1986). 365 Manisha Shekhar Odwalla Foods When Odwalla39。 expressed remorse, concern and apology, and took responsibility for anyone harmed by their products。s biggest toy maker, has been plagued with more than 28 product recalls and in Summer of 2020, amongst problems with exports from China, faced two product recall in two weeks. The pany “did everything it could to get its message out, earning high marks from consumers and retailers. Though upset by the situation, they were appreciative of the pany39。 economics: Safety bees a hot trade issue。s chief 畢業(yè)設(shè)計(jì)（論文）外文譯文 16 executive. The Mattel CEO Robert Eckert did 14 TV interviews on a Tuesday in August and about 20 calls with individual reporters. By the week39。 and explained what consumers should do with any affected products. Odwalla then developed through the help of consultants effective thermal processes that would not harm the products39。 established a schedule of daily press briefings。 Johnson was again struck by a similar crisis in 1986 when a New York woman 畢業(yè)設(shè)計(jì)（論文）外文譯文 15 died on Feb. 8 after taking cyanidelaced Tylenol capsules. Johnson amp。 Fax: +9105224095730 Abstract This paper examined the Indian government intervention in crisis management during 2020, terrorist attack on MUMBAI. Empirical findings show that the intervention of increasing external pressure and internal self awareness forced INDIAN Government to change its crisis management strategy. Different administrative level (local, regional, national and international) were co operatively involved in taking action and controlling crisis. A strange pattern has been observed and study has been done to find out the next probability of occurrence of crisis. Also a detailed analysis of crisis management program has been done utilizing the information of various crisis case studies that had occurred in the past. Keywords: Crisis Management, Government Intervention, Media Intervention, Disaster Scenario Networking and Recovery Growth process 359 畢業(yè)設(shè)計(jì)（論文）外文譯文 10 Crisis Managemen a Case Study on Mumbai Terrorist Attack Give early warning of change and the possibility of a future national crisis? Again, the challenge is not only to recognize the crisis but also to bring the plex factors into focus in such a manner that individuals can understand and marshal the forces necessary to address the situation. A crisis has been defined as a “turning point for better or worse,” “decisive moment,” or“crucial time.” A crisis can also be described as”a situation that has reached a critical phase.”A crisis is, therefore, an unstable time or state of affairs in which a decisive change is impendingeither one with a distinct possibility of a highly undesirable oute, or one with a distinct possibility of a highly desirable and extremely positive oute. Any executive who can predict and plan for a turning point in his or her organization stands a far better chance of capitalizing on that opportunity than someone who allows the crisis to sneak up on him or her unprepared. Contrary to popular belief, a crisis may not be necessarily bad. It is merely characterized by a certain degree of risk and uncertainty (Fink, 1986). Crisis management – planning for a crisis, a turning point – is the art of removing much of the risk in uncertainty, thereby allowing those concerned to achieve more control over the destiny of an organization, and thus creatively exercising the role of management leadership (Darling, Sh