【導(dǎo)讀】本文研究的是在2020年，孟買(mǎi)發(fā)生的恐怖襲擊事件時(shí)印度政府的危機(jī)管理。改變的方面涉及不同的行政級(jí)別，這些行政級(jí)別合作行動(dòng)控制了危機(jī)。觀察和研究一個(gè)合作對(duì)待危機(jī)的格局已經(jīng)完。成并且估計(jì)了未來(lái)危機(jī)的發(fā)生概率。也有詳細(xì)的分析危機(jī)管理的計(jì)劃并且利用關(guān)。僅要認(rèn)識(shí)到危機(jī)，還要找到危機(jī)發(fā)生的焦點(diǎn)。是不穩(wěn)定的狀況，其中決定性的變化是迫在眉睫的。無(wú)論是一個(gè)極不理想的結(jié)果。損害，并且威脅到一個(gè)組織利益的損失甚至是存在。在危機(jī)中的首要原則就是關(guān)注公眾安全。政府的信譽(yù)降低和金融的受損程度依舊會(huì)持續(xù)，直至公眾安全已得到改善。危機(jī)發(fā)生和危機(jī)造成的后果。危機(jī)管理計(jì)劃提供了最好的應(yīng)對(duì)措施。提前準(zhǔn)備應(yīng)急預(yù)案是危機(jī)管理。才能公開(kāi)的對(duì)危機(jī)進(jìn)行發(fā)布與溝通。確的信息或操縱信息走入誤區(qū)，將會(huì)使局勢(shì)惡化。應(yīng)急計(jì)劃應(yīng)包含信息和指導(dǎo)，有法律部門(mén)的審查和預(yù)先核準(zhǔn)。危機(jī)管理，將使其危機(jī)管理更容易迅速作出反應(yīng)。

　　

【正文】 onsumers of the pany39。s actions. Tamperresistant packaging was rapidly introduced, and Tylenol sales swiftly bounced back to near precrisis levels(Dezenhall, 2020). Johnson amp。 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。 Johnson was ready. Responding swiftly and smoothly to the new crisis, it immediately and indefinitely canceled all television mercials for Tylenol, established a tollfree telephone hotline to answer consumer questions and offered refunds or exchanges to customers who had purchased Tylenol capsules. At week39。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。s apple juice was thought to be the cause of an outbreak of E. coli infection, the pany lost a third of its market value. In October 1996, an outbreak of E. coli bacteria in Washington State, California, Colorado and British Columbia was traced to unpasteurized apple juice manufactured by natural juice maker Odwalla Inc. Fortynine cases were reported, including the death of a small child. Within 24 hours, Odwalla conferred with the FDA and Washington state health officials。 established a schedule of daily press briefings。 sent out press releases which announced the recall。 expressed remorse, concern and apology, and took responsibility for anyone harmed by their products。 detailed symptoms of E. coli poisoning。 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。 flavors when production resumed. All of these steps were municated through close relations with the media and through fullpage newspaper ads (Dwyer, 1998). Mattel Mattel Inc., the country39。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。s response. At Mattel, just after the 7 . recall announcement by federal officials, a public relations staff of 16 was set to call reporters at the 40 biggest media outlets. They told each to check their for a news release outlining the recalls, invited them to a teleconference call with executives and scheduled TV appearances or phone conversations with Mattel39。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。s end, Mattel had responded to more than 300 media inquiries in the . alone” (Goldman and Reckard, 2020). 366 Conclusion It is difficult to distill all that is known about crisis management into one, concise entry. I have tried to identify the best practices and lessons created by crisis management researchers and analysts. While crisis begin as a negative/threat, effective crisis management can minimize the damage and in some case allow an organization to emerge stronger than before the crisis. However, crisis are not the ideal way to improve an organization. But no organization is immune from a crisis so all must do their best to prepare for one. This entry provides a number of ideas that can be incorporated into an effective crisis management program. The world is not undergoing a crisis in the system but a crisis of the system in which the real economy has bee subservient to financial economy. All solutions must be based on this underling truth. Nothing less than a Global Round on a Reconstructed Economic Order is required to address an integrated reform and restructuring of the global economy including finance, trade, investment, production, corporate codes of conduct, labor standards, systemic risk and environmental regulation. The efforts of the G20 are puny pared to the prehensive and serious process appropriate to the scale of these converging crises of the 21st century. References [1] Baston,A.(July 16, 2020).Politics amp。 economics: Safety bees a hot trade issue。as China and . cite import concerns. The Wall Street Journal(Eastern Edition) [2] Coombs,.(2020).Impact of past crises on current crisis munications: Insights from situational crisis munication theory. Journal of Business Communication, 41(3),265295. [3] Cowley,G.(May 5, 2020).How progress makes us sick. Newsweek, 144(18),3334. [4] Kellerman,B.(2020, April). When should a leader apologize and when Business Review,84(4),7381. 畢業(yè)設(shè)計(jì)（論文）外文譯文 17 [5] Crisis Management.(2020).Crisis ,2020 指導(dǎo)教師評(píng)語(yǔ)：