4. Crisis Management

8/10/2019 4. Crisis Management

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1 Vu Quoc Viet Nam ([email protected])

QUN TR KHNG HONG(Cr is is Management)


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I. IntroductionII. Types of crisisIII. Phases of a crisis

IV. Crisis Management ModelV. Crisis Management PlanVI. Crisis CommunicationVII. Crisis Management Team

VIII. Ways to Overcome CrisisIX. Managing Stress during CrisisX. Role of Employees in CrisisXI. Role of Leaders in Crisis Management

XII. Case study Vu Quoc Viet Nam ([email protected]) 2


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A sudden and unexpected event leading tomajor unrest amongst the individuals at theworkplace is called as organization crisis.

In other words, crisis is defined as anyemergency situation which disturbs theemployees as well as leads to instability in theorganization.

Crisis affects an individual, group, organizationor society on the whole.

Otherwise wedbetter see this as a chance.

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Characteristics of Crisis

Crisis is a sequence of sudden disturbing

events harming the organization. Crisis generally arises on a short notice.

Crisis triggers a feeling of fear and threatamongst the individuals.

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Crisis can arise in an organization due to any ofthe following reasons:

1. Technological failure and breakdown of

machines lead to crisis. Problems in internet,corruption in the software, errors in passwordsall result in crisis.

2. Crisis arises when employees do not agree to

each other and fight amongst themselves. Crisisarises as a result of boycott, strikes for indefiniteperiods, disputes and so on.

3. Violence, thefts and terrorism at the workplaceresult in organization crisis.

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Crisis can arise in an organization due to any ofthe following reasons:

4. Neglecting minor issues in the beginning canlead to major crisis and a situation of uncertaintyat the work place. The management must havecomplete control on its employees and shouldnot adopt a casual attitude at work.

5. Illegal behaviors such as accepting bribes,

frauds, data or information tampering all lead toorganization crisis.6. Crisis arises when organization fails to pay its

creditors and declares itself a bankruptorganization.

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Crisis

a threat tothe

organization

element ofsurprise

a shortdecision

time


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Crisis Management is the art of dealing withsudden and unexpected events which disturbsthe employees, organization as well as externalclients.

The process of handling unexpected andsudden changes in organization culture is called

as crisis management.

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Tornadoes, Earthquakes, Hurricanes,Landslides, Tsunamis, Flood, Drought all

result in natural disaster.

NaturalCrisis

Technological crisis arises as a result offailure in technology. Problems in theoverall systems lead to technological crisis.

Breakdown of machine, corrupted softwareand so on give rise to technological crisis.

Technological Crisis


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Confrontation crises arise when employees fight amongstthemselves. Individuals do not agree to each other andeventually depend on non productive acts like boycotts,strikes for indefinite periods and so on.

In such a type of crisis, employees disobey superiors; give

them ultimatums and force them to accept their demands. Internal disputes, ineffective communication and lack of

coordination give rise to confrontation crisis.

Confrontation

Crisis

Organizations face crisis of malevolence when somenotorious employees take the help of criminal activitiesand extreme steps to fulfill their demands.

Acts like kidnapping companysofficials, false rumours alllead to crisis of malevolence.

Crisis ofMalevolen

ce


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Crisis of Skewed Management Values Crisis of Skewed Management Values arises when

management supports short term growth and ignores broaderissues.

Crisis of Deception Organizations face crisis of deception when management

purposely tampers data and information. Management makes fake promises and wrong commitments to

the customers. Communicating wrong information about theorganization and products lead to crisis of deception.

Crisis of Management Misconduct Organizations face crisis of management misconduct when

management indulges in deliberate acts of illegality likeaccepting bribes, passing on confidential information and soon.

Crisis ofOrganizatio

nalMisdeeds


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Such a type of crisis arises when employeesare indulged in violent acts such as beatingemployees, superiors in the office premisesitself.

Crisis dueto

WorkplaceViolence

Spreading false rumours about theorganization and brand lead to crisis.Employees must not spread anything whichwould tarnish the image of their organization.

Crisis Dueto Rumours


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A crisis also arises when organizations failto pay its creditors and other parties.

Lack of fund leads to crisis.

Bankruptcy

Disturbances in environment and naturesuch as hurricanes, volcanoes, storms,flood; droughts, earthquakes etc result incrisis.

Crisis Dueto NaturalFactors


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As the name suggests, such situations arise all of asudden and on an extremely short notice.

Managers do not get warning signals and such a situation

is in most cases beyond any ones control.

SuddenCrisis

Neglecting minor issues in the beginning lead tosmoldering crisis later. Managers often can foresee crisis but they should not

ignore the same and wait for someone else to take action. Warn the employees immediately to avoid such a situation.

SmolderingCrisis


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Pre-incidentphase

Incidentoccurrence

Post-occurrence

phase

Post-incidentphase

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Pre-incidentphase

Prediction

Prevention

Preparation

Incidentoccurrence

Post-occurrence

phase

Post-incidentphase

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Determination of what incident is going to occur,and when it is going to occur, is the key to

minimizing the effects of an incident. Once theincident has been accurately predicted, preventionand preparation responses can be formulated andimplemented

Prediction

Seeking to reduce known risks that could lead to acrisis. This is part of an Organizations risk

management program.

Prevention


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Preparation of the response designed to preventthe incident

Preparation for the incident. This occurs when anincident cannot be prevented or it is too late to

prevent the incident. In both cases, the timeremaining can be used for preparation to put inplace measures to minimize the effects andresulting losses of the incident.

Preparation


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This is the instance in time at which the incidentoccurs (or starts to occur), if it has not beenprevented.

After this point, the incident will evolve duringthe next phase. If not predicted, this is the firsttime the incident is detected.


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Pre-incidentphase

Prediction

Prevention

Preparation

Incidentoccurrence

Post-occurrence

phase

Recognition

Response

Recovery

Investigation

Post-incidentphase

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An incident response will vary according to the incident type, size,location and components (people and things). By recognising theincident, and establishing a profile for it (who and what is involved,

potential evolution, etc), the best response can be devised and theincident effects minimised. The recognition activity continuesthroughout the entire post-occurrence phase, thus providingcontinuous monitoring of the situation as it evolves.

Recognition

Using the recognition outputs, an appropriate response can beformulated. Incident evolution needs to be included in the formulation,and if the incident evolves in an unexpected way, the response will beadapted accordingly.

Public relations plays a critical role in the crisis response byhelping to develop the messages that are sent to various publics.

Response


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The response consists of three stages: Initial response During this stage, the situation is assessed and a

full scale response is developed. As part of these activities, emergency

responders may be put on stand-by, so they are prepared in case theyare needed, and the situation may be declared to be a major incident,at which point each response agency will implement the relevant majorincident plans. While the situation is being assessed and anappropriate response developed, any immediate issues are dealt withand action is taken in an attempt to prevent the incident escalating.

Consolidation - During this stage, the full scale response is

implemented and the incident monitored continuously. Any changes inthe incidents profile can then be accommodated into the on-goingresponse. By the end of this stage, the incident with be under control.

Stand down - During this stage, the incident is under control and thescale of the incident has reduced to a point where a full major incidentresponse is no longer required by some or all of the emergency

responders. As a result, the emergency response can be reduced.

Response


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The incident draws to a conclusion and normality startsto return. Activities in this phase consists of concluding

the standing down by the emergency responders andany immediate actions which can be used to start torestore normality e.g. re-opening roads closed due to theincident. The duration of this recovery phase does nottypically exceed hours, but this can vary depending onthe specific incident.

Recovery

As soon as an incident is detected, evidence is gathered

for any future enquiries that may occur.

Investigation


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Pre-incidentphase

Prediction

Prevention

Preparation

Incidentoccurrence

Post-occurrence

phase

Recognition

Response

Recovery

Investigation

Post-incidentphase

Restoration

Investigation

Post-incident

discussion

activities 26


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Once the incident is over, normality returns over a period oftime, which can take months or years for very severe

incidents. Immediate restoration actions have already beeninitiated in the post-occurrence phase. Additional longer termrestoration actions may be required to get things completelyback to normal. In some cases, if no action is taken, normalitywill never return. Short-term restoration involves the actionswhich take hours and days to perform, e.g. providingalternative accommodation for people made homeless by anincident and long-term restoration involves actions which takeweeks or longer to perform e.g. repair or rebuilding of homesdamaged or destroyed during the incident. In addition, theemergency responders need to carry out any actions whichare necessary to bring them back to full operational capabilityafter dealing with the incident e.g. restock supplies.

Restoration


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Further investigation may be performed after theincident concludes, to provide information and evidencefor any hearings, enquiries and criminal prosecutionsthat may arise.

Investigation

Such activities include immediate incident debriefs andother types of incident discussions occurring some timeafter the incident concludes e.g. multi-agency debriefs,hearings, trials and inquiries. The aim of the debriefs isto identity and feedback areas for improvements.

Post-incident discussion activities


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Vu Quoc Viet Nam ([email protected]) 29Top level phases of a cr is is


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Vu Quoc Viet Nam ([email protected]) 30

Diagnosisof Crisis Planning

Adjustingto

Changes


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Diagnosis of Crisis

The first stage involves detecting the early indicators of crisis. It is forthe leaders and managers to sense the warning signals of a crisisand prepare the employees to face the same with courage anddetermination. Superiors must review the performance of theirsubordinates from time to time to know what they are up to.

The role of a manager is not just to sit in closed cabins and shout onhis subordinates. He must know what is happening around him.Monitoring the performance of the employee regularly helps themanagers to foresee crisis and warn the employees against thenegative consequences of the same. One should not ignore thealarming signals of crisis but take necessary actions to prevent it.

Take initiative on your own. Dontwait for others.


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Planning

Once a crisis is being detected, crisis managementteam must immediately jump into action. Ask theemployees not to panic. Devise relevant strategiesto avoid an emergency situation. Sit and discuss withthe related members to come out with a solution

which would work best at the times of crisis. It isessential to take quick decisions. One needs to bealert and most importantly patient. Make sure yourfacts and figures are correct. Dont rely on mereguess works and assumptions. It will cost you later.


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Adjusting to Changes

Employees must adjust well to new situationsand changes for effective functioning oforganization in near future. It is important toanalyze the causes which led to a crisis at theworkplace. Mistakes should not be repeatedand new plans and processes must beincorporated in the system.


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Crisis Management Plan refers to a detailedplan which describes the various actions whichneed to be taken during critical situations or

crisis. Any plan prepared by superiors, members of

crisis management team and related employees

to help organization overcome crisis in the bestpossible way is called crisis management plan.



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Make a crisis management plan1. Identify the problem areas and various factors which led

to crisis at the workplace.

2. Discuss issues and areas of concern amongstyourselves on an open forum for everyone to sharetheir opinion.

3. Make sure you have accurate information. Dont

depend on guess works and assumptions. Doublecheck your information before submitting the final plan.

4. Crisis Management Plan should not only focus on waysto overcome crisis but also on making the processes

foolproof to avoid emergency situations in future. Vu Quoc Viet Nam ([email protected]) 35


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Crisis Communication refers to a special wingwhich deals with the reputation of the individualsas well as the organization. Crisis communication

is an initiative which aims at protecting thereputation of the organization and maintaining itspublic image.

Various factors such as criminal attacks,government investigations, media enquiry cantarnish the image of an organization.



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Organizations hire crisis communicationspecialists who strive hard to overcome toughsituations and help the organization come out of

difficult situations in the best possible andquickest way to maintain their reputation andposition in the market.



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CRISIS COMMUNICATION PROCESS

1. Employees should not ignore any of the external

parties and important clients. Come out, meet them

and discuss the problem with them. There is nothingto be ashamed of. If needed, seek their help. Mediamust not be ignored. Answer their questions. Avoidingmedia makes situation all the more worse.

2. Dontcriticize individuals. Show a feeling of care andconcern for them. Share their feelings and encouragethem not to lose hope. Encourage them to deliver theirlevel best. Put yourself in their place. Respect them andavoid playing blame games.



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3. Effective communication must be encouraged at the

workplace during emergency situations. Employees

should have an easy access to superiors cabins todiscuss critical issues with them and reach to a mutuallyacceptable solution.

4. Information must flow across all departments in its

desired form. One should not rely on mere guess worksor assumptions during crisis. Make sure the informationyou have is accurate.



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5. Crisis communication specialists must learn to take quick

decisions. Remember one needs to respond quickly andeffectively during unstable situations. Think out of the box and

devise alternate plans for the smooth functioning of organization.6. Make sure information is kept confidential. Serious action

must be taken against employees sharing information and datawith external parties. Such things are considered highlyunprofessional and unethical and spoil the reputation of the

organization.7. The superiors must evaluate performance of employees on

a regular basis. Ask for feedbacks and reports to know whatthey are up to. Conduct surprise audits to track performance of

employees. Vu Quoc Viet Nam ([email protected]) 40


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Tip 1 : Have A Crisis plan ready to goTip 2 : Build The Crisis Support InfrastructureTip 3 : Speak With One Voice

Tip 4 : Be Prepared Before You TalkTip 5 : Remembers Social MediaTip 6 : Be thereTip 7 : Protect The Record

Tip 8 : Keep reading the situationTip 9 : Dont go quietTip 10 : Learn & tweak

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Organizations form crisis management team todecide on future course of action and devisestrategies to help organization come out of

difficult times as soon as possible. The role of Crisis Management Team is to

analyse the situation and formulate crisis

management plan to save the organizationsreputation and standing in the industry.



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Role of Crisis Management Team

1. Detecting the early signs of crisis.

2. Identifying the problem areas

3. Sit with employees face to face and discuss on theidentified areas of concern

4. Prepare crisis management plan which works bestduring emergency situations

5. Encourage the employees to face problems withcourage, determination and smile. Motivate them notto lose hope and deliver their level best.

6. Help the organization come out of tough times and

also prepare it for the future. Vu Quoc Viet Nam ([email protected]) 43


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Crisis Management Team includes

CEO and people closely associated with him

Board of Directors Head of departments

Media Advisors



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Crisis Management Team function

1. A Team Leader is appointed to take charge of thesituation immediately and encourage theemployees to work as a single unit.

2. The first step is to understand the main areas ofconcernduring emergency situations.

3. Crisis Management Team then works on the variousproblems and shortcomings which led to crisis at theworkplace. The team members must understandwhere things went wrong and how currentprocesses can be improved and made better forsmooth functioning of the organization.



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4. It is important to prioritize the issues. Rank theproblems as per their effect on the employees aswell as the organization. Know which problems mustbe resolved immediately and which all can beattended a little later.

5. A single brain cannot take all decisions alone.Crisis Management Team should sit with rest of theemployees on a common platform, discussprevailing issues, take each otherssuggestions andreach to plans acceptable to all.



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6. One of the major roles of the Crisis management team isto stay in touch with external clients as well as

media. The team must handle critical situations well.

7. Develop alternate plans & strategies for the toughtimes. Make sure you have accurate information. Doublecheck your information before finalizing the plan.

8. Implement the plans immediately for results. Properfeedback must be taken from time to time.

9. Crisis Management team helps the organization to takethe right step at the right time and help the

organization overcome critical situations. Vu Quoc Viet Nam ([email protected]) 47


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1. Adopt a focused approach. Take initiative and findout where things went wrong. Identify the problemareas and devise appropriate strategies to overcome

the same.2. Gather correct and relevant information. One

should not depend on mere guess works andassumptions during emergency situations. Double

check your information before submitting reports.



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3. Employees should change their perspective. One shouldalways look at the brighter side of things. Remember life hasits own ups and downs. Unnecessary cribbing andcomplaining does not help at the workplace. Avoid makingissues over petty things. Dont adopt a negative attitude;instead understand the situation and act accordingly.

4. Effective communication is essential to overcome crisis

in the organization. Information must flow across alldepartments in its desired form. Employees must be aware ofwhat is happening around them. Individuals should have aneasy access to their superiorscabin to discuss critical issuesand seek their suggestions. Superiors must address

employees on an open forum during critical situations. Vu Quoc Viet Nam ([email protected]) 49


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5. Roles and responsibilities must be delegated as per

the employees specialization. Make sure the rightperson is doing the right job. Employees must bemotivated to deliver their level best and focus on theorganizationsgoals to overcome tough times in the bestpossible way.

6. It is essential to take quick decisions during critical

situations. Learn how to take risks. The moment anemployee detects the early signs of crisis, it is importantfor him to act immediately. Escalate issues to yoursuperiors and do inform your co workers as well. Dontwait for others to take action.



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7. Be calm and patient. Dontpanic and spread baselessrumours around. Taking unnecessary stress makessituation all the more worse. Remember a calm individualcan handle things better. Relax and then decide on thefuture course of action to overcome crisis. Dontlash outat others under pressure.

8. Discussions are essential during crisis. Sit with fellowworkers and discuss issues amongst yourselves to reachto mutually acceptable solutions which would work bestat the times of crisis.



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9. Be loyal to your organization even at the times of

crisis. Stick to it during bad times. Dont just treat yourorganization as a mere source of earning money. It isimportant to respect your workplace.

10. Review your performance regularly. Be your owncritic. Strive hard to achieve your targets within thedesired time frame. Dont work only when your boss isaround.



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11. Avoid unnecessary conflicts and misunderstandings

at the workplace. Treat your fellow workers as membersof your extended family. Help each other when needed.Employees should not ask for unjustified things. Think

from the managements perspective as well. Avoidcriticizing your colleagues.

12.Dont hide at the times of crisis. Come out; interactwith external clients as well as media. Do not hesitate toask for help. Ignoring outsiders worsens the situations.



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1. Do not panic

2. It is essential for the individuals to stay calm at thetimes of crisis

3. Help your fellow workers during emergency situations4. One should always look at the brighter sides of things

5. Make individuals work as a team

6. It is absolutely okay to take short breaks at work even

during emergency situations7. Make necessary arrangements for individuals working

at night



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8. Light music also reduces stress to a large extent

9. Encourage necessary motivation programs for theemployees to make them face tough times withdetermination and courage.

10. Make sure employees do not feel insecure duringemergency situations

11. Appreciating the hard work of employees motivatesthem to perform better every time

12. Employees should be heard

13.Donttry to do all things together. Adopt a step by stepapproach



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Employees play an essential role in

crisis management



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1. Employees must be serious about their own work.Review your performance regularly. Dontalways waitfor your boss to ask for reports. Be your own critic.

Strive hard to achieve your targets within the desiredtime frame. Never adopt a casual attitude at work. Anindividual must be able to sense the early signs ofcrisis and warn his fellow workers against the same.Take initiative on your own. Escalate issues

immediately to your seniors. Dont wait for others totake action.



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2. One should not take things lightly. Once a crisis isbeing detected, employees must immediately jump intoaction.

3. Encourage effective communication duringemergency situations. Dont keep things to yourself.Discuss ideas amongst your fellow workers to reach toa plan which would work best at the times of crisis.

4.

Dontspread baseless rumours about your productand organization. Avoid spreading fake information.



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6. Dont ask for unjustified things. Think from themanagements perspective as well. Remember yourorganization pays you for your hard work and not forspreading negativity around. Employees should neverindulge in unproductive activities like boycotts or strikesto get their demands fulfilled. Violence at the workplaceis a crime. Neither the management nor the employeebenefits out of it. Such activities in turn tarnish the

brand name.



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7. Dontpanic. Maintain your calm and decide on the waysto overcome crisis rather than complaining and cribbing.Employees should never get hyper as stress and anxietylead to more mistakes one might not otherwise commit.Relax and give your best.

8. Employees must rely on accurate information. Mereassumptions and guess works create problems andmisunderstandings later.

9. Think out of the box. Try to come out with innovativeideas and strategies to overcome tough times as soon aspossible. Employees must identify the causes of crisisand devise relevant strategies and ways to avoid it.



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Leaders and managers play an extremely

important role during crisis.



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1. One should lead from the front. Show confidenceand steadiness. Take complete charge of the situation.

2. Managers should have full control on the

employees. They should know what is happeningaround. Any issue neglected in the initial stage mightbe a major concern later. Problems must be attendedimmediately. One should not ignore even minor issuesor wait for someone else to take the initiative. Any issueleft unattended might lead to crisis and major unrestlater.



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3. One should be alert at the workplace. A leadershould be able to feel the early signs of crisis and warnthe employees against the negative consequences ofthe same. It is his duty to take precautionary measuresto avoid an emergency situation. A leader should beable to foresee crisis. Such a stage is also called asSignal Detection.

4. Leaders must try their level best to prevent crisis.Encourage effective communication at the workplace.Let employees discuss issues amongst themselvesand come to the best possible alternative to overcomecrisis.



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5. Ask the employees not to panic at the time of crisis.Encourage them to face the tough times with courage,determination and smile. Make them work as a singleunit. It is the duty of the leader to provide a sense ofdirection to the employees.

6. The leaders should interact with the employees more

often. Let them feel that you are there for them. Impartnecessary crisis management trainings to the

employees.7. Planning is essential to avoid emergency situations.

Learn to take quick decisions. Make sure everyone at theworkplace is well informed about emergency situations.



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8. Identify the important processes and systems whichshould keep functioning for the smooth running of theorganization. Develop alternate plans with correct andaccurate information.

9. Dontlet negativity creep in the organization. Motivatethe employees to believe in themselves and theorganization. It is essential to trust each other during suchsituations. Take strict action against those spreading

rumours and trying to tarnish organizationsimage.10. Leaders should strive hard to come out of tough times

as soon as possible. Learn to take risks. Clarify the roles& responsibilities of the individuals during this time.



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11. Never lose hope. Be a strong pillar of support for yourteam members. They should be able to fall back on you.

12.Dont avoid stakeholders, external parties and mostimportantly media. Come out, meet them and explain thewhole situation. Ignoring people makes things worse.Develop strong partnerships with external parties and askfor help.

13. Once the organization is out of crisis, it is the leadersdutyto communicate the lessons learntso that employees donot commit same mistakes again. Work hard and reliveyour organizationsimage. Adapt well to changes and newsituations.



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CASE STUDY1. Coca Cola & Pepsi

2. Singapore Airlines

3. White Palace

4. GM

5. Toyota

6. Exxon



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Thi ny caCoca Cola v Pepsi tora mt lnsng tychay snphmcahai hng trn khpn.Sau cng, Chnh phn minh oan cho CocaCola v Pepsi, thnhngnginmtnimtin

vo Pepsi v Coca Cola. Sau ny, mt quan chcnni rngPepsi va Coca Cola thua ti th trngnbihthnc thctrong khinc tivichchng truyn thng vikhuynh hngbi ngoi&

bovcng chng.



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Trong cunPR Disasters - Inside stories & Lessons learnt,G. McCusker khuyn co rngvic tik tinhngthiimkhnghong l kin tnghoc tranh chpphp l. iu ny hon ton xc ng bi mt trong

nhngmctiu cbncaPR l hnh thnh, duy tr vtng cng s hiu bit ln nhau gia mt t chcvicng chng.

Trn thc t,kin tng khi c khnghong,cbitvi

nhngthnghiuln,chc thtonn mtmingmingonv cng hpdncho gii truyn thng v luts.Do vy,kintng,tranh chpphp l chccoi l giiphp cuicngkhi migiiphp habnhkhc thchinvithinch cacc bn nhngkhng tktqu.



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Singapore Airlines Flight 006 (SQ006) bay tSingaporeChangi Airport nLos Angeles International Airport viimtrung chuynTaiwan Taoyuan International Airport.Ngy 31/10/2000, lc 23:17 gi a phng, chic

Boeing 747-412 ri lc n lc ct cnh trong iukin ma gi ln, dn n 83 hnh khch thit mngtrong tng s 179 hnh khch. y l s kin chnngivihng hng khng 5 sao SIA.

http://en.wikipedia.org/wiki/File:SQ006_casualty_being_carried_away.jpghttp://en.wikipedia.org/wiki/File:SQ006_Coffins_of_deceased.jpghttp://en.wikipedia.org/wiki/File:SQ006_broken_tail_section.jpg


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SIA. Tin tcvnhngbinphp xl caSIA ctruyn i nhanh chng qua gii truyn thng v hnhnhcaSIA cngcnng ln rtnhiu.



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Vic gii quyt khng hong phi km theo vicnng cao hnh nhcathnghiul 1 trong nhngmctiu chnh cntckhi xl khnghong. Tuynhin, mc tiu ny ch t c khi cc chuyn vin

PR hptc vigiitruynthng. Nukhng hptc, giitruynthng sitm thng tin

nhngknh khng chnh thckhc pngnhucuv tin tc cacgi. iu ny s v cng nguy

him cho c hai pha bi y l nhng thng tin khkim chng, khng c kim sot v thng bt licho doanh nghip. Trong ha c phc, khng hongno cngkm theo nhngchipht trinthnghiu

m phicgngpht hinv khng cbqua. Vu Quoc Viet Nam ([email protected]) 75


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01/12/2007, White Palace khai trngtiHongVnTh, Q.PN trn tcaBQucPhng

7/12/2007, UBND TP buc ch u t phi

ngng s dng, khai thc cng trnh do khnglm thtcxin php xy dngvicquan hnhchnh c thmquyn; khng c giychngnhnph hpvchtlngcng trnh



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White Palace nhnrtnhiutictci

->xlthno?



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Sviccahng GM btuvo thng 5/2011 khi ccnh kimnh lin bang M thchin thnghimscchu ng bng cch m chic Volt vo ro chn btng. Cucthnghimkt lunChevrolet Volt png

tiu chunnmsao vscchungtai nn. Sau cuc thnghim,chicVolt bhhiu timt

bi xe v ba tun sau bnh c quy ca xe b chpmchv pht ha.

Hai cuckimtra cCquan An ton Giao thng Mthchinvo thng 11/2011 cngcho thy,hintngpht hasau khi xe btng mtthigian.



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V th,25.11.2011, C quan An ton Giao thng M mcuciutra nhmkimtra nguy ctimtng lin hncc bnh cquy bhhicachicVolt.

GM hnh ngnhanh chng1. Tchchpbo giithch cng khai rnghnhnthcv

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4. Hp tc vi C quan An ton Giao thng M pht hinngungccavn.



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Nh bo Steve LeVine vittrn tForeign Policy: PhnngcaGM l v dkinh incho phngphp ngnnhmiph sbtan cacng chng vvnan ton. Bn tin phong imtvitnh hungmtcch m in h bch,vithng iplbnslm mithbomcho san ton cakhch hng, lmnhnggbnhaslm. Nu vt qua, bn s ckhch hng civ sngngm, tn trngtcng

chng, bo ch.



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Tlu Toyota vnccoi l nhcao cassng to,cht lng sn xut v sc mnh cng nghip NhtBn - nht l sau khi cng ty vt qua GM tr thnhnh snxutxe hilnnhtthgiinm2008.

Cc kthutqunl v tchcsnxutcaToyota, gichung l TPS (Toyota Production Systems) nhLEAN,Just-in-Time, KaizencaToyota trthnh nimghen tcamidoanh nghip. Rtnhiucng ty khp

thgiiccc onchuyn gia nthmcc nh mycaToyota vihy vnghchicphnno nhngktch vqunl y. Nht,Toyota ccoi l nh vchvcng nghip,cng viSony v Hitachi.



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Nhngmisthay i. Cucthu hi(recall) gn8.5triu chic xe hi Toyota trn ton th gii do nhngkhimkhuytvkthutgy mtan ton cho ngisdnggy ra mtvkhnghongtitnhttrong lch

sToyota. T11/2009 Toyota btuthu hi3,8 triuchicxe

sa cha b phn chn ga, khc phc tnh trng xetngtcngoi mun. Sang 1/2010, Toyota thu hitip

2.3 triu chic xe cng v l do trn, ng thi ngngsnxuttinmnh my M. Ngy 9/2/2010, Toyotathu hithm 440,000 xe hybrid, kcmuxe Prius niting,sachamtvnbphnthng.



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Mt cuc iu tra m Cc An ton giao thng M(NHTSA) tinhnh cho thykhimkhuytkhng chc tng b phn ring r m c trong h thng phnmmiukhincc dng xe caToyota.

Ngy 24/2/2010, Ch tch Toyota Akio Toyoda v ccquan chccao cpcaToyota tiMphi ra iu trntrcQuchiM.

Danh tingvhnh nh, chtlngToyota sp.Gicphiucacng ty gimkhong30 tlaM,tng ng vi ton b th gi ca hng FordMotor. Toyota mtvtr s1 vdoanh sbn tnm2011 cho GM.



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Nhng theo phn tch, thm ha ny khng ch donhng likthuttrong cc linh kincaxe higy ra(hng no cngc) m chyudo Ban Lnh ocngty khng nhn thc ng v khng x l ng

tnh hungkhnghong. Nhngtrctrccaxe Toyota cpht hinrtsm.

T 1999-2010 Trung tm Nghin cu chin lc anton (SRS) ghi nhn 2,262 v xe Toyota tng tc

ngoi mun, gy ra t nht 819 v ng xe lm 26ngicht. Hng ngn nkhiuni,c nlin quantinhngvtai nnchtngi,cnpcho Cc

An ton giao thng xa l quc gia M (NHTSA) v

Toyota nhngukhng cnhgi nghim tc. Vu Quoc Viet Nam ([email protected]) 85


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Ban u, Toyota cc lc ph nhn c khim khuyttrong snphm. Mi ti11/2009 hmicng nhnbphn chn ga c vn khin cho xe tng tc ngoitm kim sot, nhng cho rng do tm thm lt chn

khng lptngcch.ncui1/2010, khi c nhiubng chng cho thy khim khuyt khng nm tmthmlt chn m ngay trong cchtnggimtc,Toyota bucphithu hitip2,3 triuchicxe na.

Ln ny Toyota trch nhim cho CTS Corp., nhcung cpbphnchn ga; tuy nhin CTS Corp nhanhchng phni,CTS chmicung cpchn ga - cch to theo ng thitk v yu cucht lngca

Toyota - tcui2005, trong khi lixuthint1999. Vu Quoc Viet Nam ([email protected]) 86


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Nhngl giiny caToyota nhanh chng bhoi nghi,nhtl khi c thm nhiukhimkhuytcpht hinkhng chbphnchn ga v thngxe. Cch xlva chm chp, va che giu, va n trnh trch

nhimcaToyota lm suy spnimtin m khchhng tvo thnghiuny.

Khi bo ch c trong v ngoi NhtBna ln trangnhtnhngthng tin khng ttvsnphmcaToyota

th Ban Lnh ocatpongnnhmtdng. Min ngy 5/2/2010, ng Akio Toyoda, 53 tui, ch tchToyota mixuthintrccng chng v ln tingxinli.



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Ch n 8/2/2010, khi Vn phng Cng t qunManhattan, New York ra trt ta itruy thnh sBLToyota th quan imv thi cahmithay i.

Trong mt bi ng trn Wall Street Journal trc khiiutrn, ng Akio Toyoda thanhn: Tithyr rngtrong nhng nm gn y, chng ti khng lngnghe cnthnv khng pngnhanh nhlra chngti phi lm trcmi lo lng ca khch hng. D c

thnh iu tra cc khim khuyt, chng ti cng chmi tp trung vo cc vn k thut m cha quantm yncch sdngxe cangitiu dng.V ng Akio Toyoda nhntrch nhimvitcch ngingucho d ng minhmchctthng 6/2009.



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Khng hong v cch gii quyt ng tht vng lchuynmixyra Toyota song chng phnnh mts thtbichung cacch iuhnh doanh nghipNhtBn,khincc cng ty lndgpsai lmtrong x

l tnh hungtiu cc. Hunhcng ty Nhtno cngduy tr mt h thng tn ti trt t cht ch, trong ngi lntuictn knh, cpdihunhkhngdm bo ln cptrn nhngthng tin khng p,khin

thng tin khng nccpc thmquynhocbbp mo, vo trn lm valng lnh o.



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Nhng mi quan h gia nh chng cht lm cho hthngny thm bnvng; nhngngiboco vtcpbcoi l khng ngtin cyv vi phmchunmcvnha cadoanh nghip. Tduy tpth,trch nhim

tpthtrthnh phngchm qun trv nh qun trkhng c xu hngdchchuyngiacc doanh nghip:vic thu chuyn gia bn ngoi bcoi l ph vshiha nibcacng ty, chuyn gia munchuyncng

tc bcoi l knhyvicthiutrung thnh.



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Np vn ha kiu gia nh khng ch cn tr khnnga ra cc hnh ng to bov kin quytcadoanh nghipNhtBnm cn khincng ty ngquntrn thnh tch camnh m t quan tm tingi tiu

dng v thiuhncchgim st, phnbin. Ring tiToyota, ban quntrgm29 thnh vin ul

ngiNhtv ul ngitrong nh(insider), khngc mtchuyn gia clpno.



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Ngy 30/03/2011, Toyota thnh lpyban cbitvcht lng ton cu (Special Comm ittee for GlobalQuality).

y ban ny bao gm cc thnh vin i din cho cckhu vcM,chu u, Trung Quc,chu , Trungng,chu Phi, M Latin v Nht Bn. Trch nhim ca yban cbitl gim st v cn nhcttccc tintrnhsnxutt, trong c ckhu thitk,snxutv

bn hng nhmtrnh mcphisai st. Toyota cngsymnhvicchia sthng tin giacc chi nhnh trnton cu vi tr s chnh ti Nht Bn nhm nhanhchng giiquytnhngkhiunicangisdng.



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V ln u tin trong lch s, Toyota m ca chogiitruynthng tham quancc cskimtra chtlng ca hng, trong c c h thng kim tra xenhmnhgi chtlngxe qua cc iukinthitit,

kh hukhc nhau. Bn cnh , Toyota thnh lp thm cc trung tm

otoNhtBn,BcM,chu u,ngNam vTrung Qucnhmotocc chuyn gia qun l cht

lng cho cc cng ty con ca hng. y l nhnghnh ngnhmkhi phcnimtin cakhch hng.



94/101

Nm1989, tu chdukhng lExxon Valdez, trn ng nCalifornia, mc cn. V chtrong 1 khong thi gian ngn,1,260,000 thng du trn ra bin,gy nhimmi trngnngn.

Ti thi im va chm, phthuyn trng th ba ca tu,

ngikhng c giyphp li tu,cm li. Thuyn trng & nhiuthuynvin ungrunhiu.

94


95/101

Hotng thu gom du trn din rartchmchp.

Cng ty lun cgngn trnh trli

cng chng vsc. Ch tchExxon, Lawrence Rawl, ht

scnghi ngi, n trnh & cnhgicgii truynthng. Lawrence Rawl tchitrliphngvntrn TV v nirng ng ta khng c thi gian choci th.

95


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idincacng ty pht biurngphmvi nhhngnh& khng nngn. Trong khi , cnhchiutrn TVlithhinngcli, cc ngvtchthng lot.

Trong khi Exxon n trnh & cgngbao che vnthcng tc lm schdudinra rtchmchp

Khong 240,000 thng du trn ra ngoi mi trng,trong khi vn cn hng triu thng du khc trong tu

tiptcr r. Sut2 ngy utin cathmha, thititlnhgi

cn trhotng thu gom du trn v lngdu trntrirngmtdintch 12 dmvung (khong20 km2).

96


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Khi thititxutiptcdinra, minlcthu gom dutrn btthnh.

Sau hn1 tun, cng ty vnkhng giithch r nguynnhn trn du& cch xl trit.

Khi sphnngmnhmcacng chng, giitruynthng dng cao, Frank Larossi, gim c ExxonShipping, bay tiValdez tchc1 cuchpbo.

Cuchpbo khng thnh cng. Mtt thng tin ttvx l trn duccung cp tcng ty li tri ngcvinhngg cc nhn chngbao gmphng vin vnginhc thyngoi thct.

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1. Hy nhptm rngkhnghongc thxynvidoanh nghip ca bn. Chun b sn kch bn chotnh hungtitnht.

2. Hy hnh ng khn trng. Trong x hi truyn

thng hin i vi Facebook, Twitter, hy hiu rngphnngvisvicctnh bngpht, bnggiy.

3. Chnng ngi cncho cng vic. Trong khnghong, bn rt cn s gip v vy phi bit mnh

kimchuyn gia u. Cntm nhngnh cvnckinh nghimvqunl khnghongtrong lnhvccabnv chcrnghsnhanh chng gip khi bncn.



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4. Nngnghntrong quan hvicc knh truynthng hin i. Twitter, Facebook, YouTube hay ccblogs l nhng knh khng th thiu gip bntruyn ti thng ip ti cng chng trong lc khng

hong.5. Tha nhn trch nhim.iu ny khng c ngha

bnchpnhnbktti.nginl khch hng munthybnhiutmquan trngcasvicangdinra

v sc cch lm hi lng h.6. Cung cpthng tin cng khai

7. Thhinthi minh bch, trung thc, cuth



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