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2013 | Buch

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Organizations in the Face of Crisis

Managing the Brand and Stakeholders

verfasst von: Dennis W. Tafoya

Verlag: Palgrave Macmillan US

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Organizations in the Face of Crisis offers a new approach to the treatment of threats to an organization, the brand, and the stakeholders. Case studies and diagnostic tools are used to demonstrate the effects of a crisis and to provide insight and strategies on managing the crisis at hand as well as the long-term effects.

Inhaltsverzeichnis

Frontmatter

The Organization, the Brand, and the Organization’s Stakeholders

Frontmatter

Chapter 1. Introduction

Abstract

Hardly a day passes without some example of an organization’s brand in crisis. Politicians and their campaign organizations are classic examples but so are the organizations whose products contaminate the environment or threaten the public’s health and well-being. Anything that compromises or challenges an organization’s capacity to perform is a potential crisis for the organization and its brand. If a religious organization does not meet the needs of its followers, they leave. If a cult doesn’t meet the needs of its members, they seek their goal fulfilment elsewhere. If a manufacturing center cannot produce goods that meet customer standards, the customer will reject it. If a storm damages a retailer’s store so it cannot open for business, the customer will shop elsewhere. If a politician violates public trust, an election campaign may end. Failure to recognize, to oversimplify, or to treat a potentially crisis-causing event can lead to trauma and subsequent disaster for the organization.

Dennis W. Tafoya

Chapter 2. Acknowledging the Relationship between an Organization, Its Stakeholders, and Brand

Abstract

Building a successful crisis management strategy includes three important components and is grounded in two assumptions. The three components, the organization, its brand, and its stakeholders will be discussed at length and throughout the book. The assumptions will be treated now and will service as an organizing theme for this chapter and the book as a whole. The first assumption is that the organization, the brand, and the stakeholders are inseparable. Each relies on and, in turn, is relied upon by the others. This is true for all organizations regardless of their type or function. The second assumption is that stakeholders, internal or external people or groups that believe they have some vested interest in the organization and brand, define the relationship between the organization and its brand. This means that stakeholders are the key to successful crisis management effort.

Dennis W. Tafoya

Chapter 3. The Nature of Organization, Brand, and Stakeholder Dynamics: Setting the Stage for a Crisis

Abstract

Every organization, regardless of its size, type, or purpose has an identifiable brand—an image that represents the organization for its stakeholders. Each brand is unique to the organization and, as importantly, exists in two states. The organization’s leadership and participants, its internal stakeholders, define the first state. Here the brand may be a carefully constructed image or symbol, one constructed to represent the organization’s vision, mission, products, or services. It may have been constructed over long periods or it may be a recent fabrication retooled to meet new standards, new directions, or new ideas. Whichever the case, the brand or image is a product of stakeholders inside the organization; it is what they believe the brand is and what it represents.

Dennis W. Tafoya

Chapter 4. Stakeholders, the Stakeholder Network, and the Brand: How the Stakeholder Network Affects a Crisis and Management Efforts

Abstract

As an organization’s leadership begins to speculate on what it will take to manage a crisis or solve a problem, first thoughts are most likely devoted to the role the organization’s stakeholders will play in the effort. Who can be of help? Who is most competent? Who is most experienced? Who will resist our efforts? Who may even attack us or attempt to prevent us from being successful?

Dennis W. Tafoya

Strategy and the Emergent Crisis

Frontmatter

Chapter 5. Understanding the Nature of a Crisis: Why It Has the Potential to Effect an Organization, Its Stakeholders, and the Brand

Abstract

Organizations exist to manage events. Most events to be managed are predictable; these are the things that drive the organization, they are the things that meet a stakeholder’s needs. These are events that help the organization grow (such as recruiting or marketing events), that help it prosper (such as a sales event), and that help it defend itself (such as building an alliance with another organization). The purpose or aim of an event is a result—to meet the organization’s or a stakeholder’s needs. If the event is a training session, the result is that participants learn the material presented. If the event is a sales presentation, the result is that the customer buys the product. If the event is a sporting event, the result is that the team (ideally the team you support) wins. If the event is a building fire, the result is that the fire is successfully extinguished.

Dennis W. Tafoya

Chapter 6. The Emerging Crisis and the Phenomenon of the Stakeholder Swarm: Stakeholder Influence on a Stakeholder’s Network Equilibrium, Brand Attractiveness, and Crisis Management Efforts

Abstract

The emergence of a crisis has a variety of effects on the organization, its brand, and stakeholders. This chapter focuses on a crisis’s effects on stakeholders and, particularly, an organization’s stakeholder network.

Dennis W. Tafoya

Chapter 7. Managing Brand Trauma

Abstract

One challenge immediately complicating the management of a crisis is the trauma associated with it. The notion of trauma associated with a crisis is not new. We are familiar with concepts such as physical trauma, the associated pain and suffering that can accompany an accident, the emotional trauma linked with fear or dangerous situations, or the psychological trauma that can accompany a crisis motivated by hatred, prejudice, or discrimination. These types of trauma are familiar because they are typically associated with the human element in a crisis—the employee who is injured or the customer who becomes ill. Another type of trauma, one often neglected but certainly important and clearly within the scope of the organization to manage, is the trauma linked to the organization’s brand, trauma that threatens the organization’s very image.

Dennis W. Tafoya

Implementing the Strategy

Frontmatter

Chapter 8. Building a Crisis Management and Recovery Plan

Abstract

When a crisis threatens an organization, those on the sidelines often question the viability of two elements: the capacity of the organization to weather the crisis and its effects, and the leadership’s capacity to launch and lead an effective crisis management effort. The ubiquitous nature of a crisis links the two and adds another level of pressure to an already tense situation. This chapter’s focus is the contents of a crisis management plan.

Dennis W. Tafoya

Chapter 9. The Emergence of a Crisis in Complex, Adaptive Systems—The Organization, Its Brand, Stakeholders, and the Future

Abstract

This book deals with matters related to the preparation of a crisis management plan. Three elements associated with organizations in crisis were the focus of the discussion: the organization, its brand, and the organization’s stakeholders. These three remain as the focus for this conclusion, with a twist.

Dennis W. Tafoya

Backmatter

Titel: Organizations in the Face of Crisis
verfasst von: Dennis W. Tafoya
Verlag: Palgrave Macmillan US
Electronic ISBN: 978-1-137-31397-3
Print ISBN: 978-1-349-45529-4
DOI: https://doi.org/10.1057/9781137313973