Damage Control (Revised & Updated): The Essential Lessons of Crisis Management

Easton Studio Press, LLC
Free sample

No one knows this better than Eric Dezenhall and John Weber, who help companies, politicians, and celebrities get out of various kinds of trouble. In this brutally honest and eye-opening guide, they take you behind the scenes of some of the biggest public relations successes—and debacles—of modern business, politics, and entertainment.
You’ll discover:
• Why the 1982 Tylenol cyanide-poisoning case is always cited as the best model for damage control, when in fact it has no relevance to the typical corporate crisis.
• Why Audi never fully recovered from driver accusations of “sudden acceleration”—despite evidence that nothing was wrong with their cars.
• What the crises faced by George W. Bush, Jim McGreevey, Sammy Sosa, Lance Armstrong, Martha Stewart, Coca-Cola, and the Catholic Church have in common . . . and what they don’t.

This new revised edition includes an additional chapter "Our Permanent Leakocracy" including information about WikiLeaks and what that notorious case means for business.
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Additional Information

Publisher
Easton Studio Press, LLC
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Published on
Jun 7, 2011
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Pages
256
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ISBN
9781935212256
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Language
English
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Genres
Business & Economics / Management
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Content Protection
This content is DRM protected.
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Available on Android devices
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Students taking a personnel or human resources management course often do not enter the course bursting with curiosity or unbridled enthusiasm. After all, what kind of excitement can there be in studying how to process payroll, check employment references, or learn about some arcane government regulation? It is unfortunate and ultimately self-defeating if such a mindset about human resources persists, because in today's business world, organizational success and competitive advantage come from the "people" side of the business--a workforce that is highly competent and committed to the success of the organization. The key for students in this field is to learn how to use human resources management (HRM) to achieve this advantage.

It is important for students to learn to identify, develop, and manipulate policies and programs to produce desired outcomes. A wide range of critical HRM experiences are presented in this book as either exercises, applications, or experiments--all designed to help students see the choices available and experience their implications in managing the organization. They also offer examples of how HRM function must operate within a framework of rules and regulations.

More specifically, this book contains over 30 different situations that illustrate both classic and contemporary human resources problems. It covers the entire spectrum of HRM from establishing policies and goals, through job analysis and evaluation, personnel planning, selection and appraisal, to compensation and benefits, training, organizational improvement, and safety and labor relations. Most of the situations described are drawn from the real-life experiences of managing human resources, including several cases from today's headlines.

The case exercises, applications, and experiments are designed to be used as part of regular classroom instruction and can be used with any textbook. The exercises incorporate a number of different learning processes, including case discussions, self-assessments, interviews of others, data analysis, team teaching, testing, experimental observation, program creation and design, role-playing, exercise simulations, training, and participation in experiments. The teacher can use these experiential learning activities to supplement regular classroom instruction; the activities clarify, crystallize, and expand the understanding gained from the lectures.

Of special interest:
* All of the exercises can be conducted during class times or can be used as homework assignments.
* The instructor's manual is organized for easy use with a summary of each case, guidelines for administering each case, plus supplemental or background information.
* An exercise planning table links each exercise with the chapters found in a number of the most commonly used HRM textbooks.
* Most of the cases are based on actual events, drawn from the author's professional or consulting experience or from events first reported in the national media. Each case is intended to replicate and carry a high degree of fidelity to "real world" conditions as fully as possible.
* The experiments in the book are intended to serve as both discovery processes and illustrations of the procedures and rules invoked in developing human resources systems. In many of these experiments, students draw on their own background and perspectives to test out various points of view. The experiments illustrate some of the underlying research that often serves as the basis for HRM policies and procedures.
In an age when scandal can destroy a company's brand or anyone's reputation in an instant-GLASS JAW is an Art of War guide to modern crisis management.

In boxing terms, a tough-looking fighter who can't take a punch is said to have a "glass jaw," and so it is these days with targets of controversy. Down the rabbit hole of scandal, the weak are strong and the strong are weak. Just consider this slate of recent reputational body blows: Toyota, Susan G. Komen, Paula Deen, Tiger Woods, Joe Paterno, BP, the Duke Lacrosse players, Lance Armstrong, and Anthony Weiner. GLASS JAW is a manifesto for these times, written by crisis management veteran Eric Dezenhall, who has spent three decades dealing with some of the most intense controversies, both known and . . . handled with discretion.

In the current digital age, the fundamental nature of controversy is viral, rendering once-mighty organizations and individuals powerless against scandal. In GLASS JAW, Dezenhall analyzes scandal and demystifies the paper tiger "spin" industry, offering lessons, corrective measures, and counterintuitive insights, such as:

How there really is no "getting ahead" of a bad story (and other clichés from the media)The perils of navigating the "Fiasco Vortex"The art (and transaction) of the public apologyWhy a crisis is not an opportunityThe Nixon Fallacy: if only he had just said "I screwed up," the whole thing would have gone away (not a chance)How you are the enemy: the self-sabotage of selfies, tweets, emailing before thinking, technology creep, the privacy vacuum, and the industrialization of leaking.

From the boardroom to the parenting messaging board, scandals erupt every day. GLASS JAW explains this changing nature of controversy and offers readers counterpunches to best protect themselves.

"I'll talk to anybody, a priest, a bank manager, a gangster, the devil himself, if I can get the information I need. This is a war." -- Lt. Commander Charles Radcliffe Haffenden, Naval Intelligence Unit, B-3

In late 1982, a spike in terrorism has the Reagan Administration considering covert action to neutralize the menace before it reaches the United States. There are big risks to waging a secret war against America's enemies---but there is one little-known precedent.
Forty years earlier, German U-boats had been prowling the Atlantic, sinking hundreds of U.S. ships along the east coast, including the largest cruise ship in the world, Normandie, destroyed at a Manhattan pier after Pearl Harbor. Nazi agents even landed on Long Island with explosives and maps of railways, bridges, and defense plants. Desperate to secure the coast, the Navy turned to Meyer Lansky, the Jewish Mob boss. A newly naturalized American whose fellow Eastern European Jews were being annihilated by Hitler, Lansky headed an unlikely fellowship of mobsters Lucky Luciano, Bugsy Siegel, Frank Costello, and naval intelligence officers.
Young Reagan White House aide Jonah Eastman, grandson of Atlantic City gangster Mickey Price, is approached by the president's top advisor with an assignment: Discreetly interview his grandfather's old friend Lansky about his wartime activities. There just might be something to learn from that secret operation.
The notoriously tight-lipped gangster, dying of cancer, is finally ready to talk. Jonah gets a riveting---and darkly comic---history lesson. The Mob caught Nazi agents, planted propaganda with the help of columnist Walter Winchell, and found Mafia spies to plot the invasion of Sicily, where General Patton was poised to strike at the soft underbelly of the Axis. Lansky's men stopped at nothing to sabotage Hitler's push toward American shores.
Based on real events, The Devil Himself is a high-energy novel of military espionage and Mafia justice.

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