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Established in 1911, The Rotarian is the official magazine of Rotary International and is circulated worldwide. Each issue contains feature articles, columns, and departments about, or of interest to, Rotarians. Seventeen Nobel Prize winners and 19 Pulitzer Prize winners – from Mahatma Ghandi to Kurt Vonnegut Jr. – have written for the magazine.
In times of crisis, it is crucial that information is disseminated quickly and accurately to the appropriate channels. In today’s technological world, there is a plethora of misinformation that can negatively sway individuals and provide them with false reports. To ensure information is distributed appropriately, organizations must implement a plan to ensure their communication is effective. Further study on the best practices and challenges of managing crisis and risk communications is required to ensure organizations are prepared. The Research Anthology on Managing Crisis and Risk Communications discusses strategies and tactics to effectively manage communication in times of crisis and considers the difficulties associated with maintaining a clear line of information. The book also provides an overview of the potential future directions for this field to improve communications moving forward. Covering key topics such as misinformation, technology, leadership, and human health, this major reference work is ideal for managers, business owners, organization leaders, industry professionals, government officials, policymakers, researchers, academicians, scholars, practitioners, instructors, and students.
International Handbook of Organizational Crisis Management reflects the latest understanding of the field from prominent scholars and practitioners around the globe. Pushing the boundaries of crisis management research and practice , the handbook offers new frameworks and findings that capture insights and guidance for researchers and executives. Key Features * Provides the latest thinking on and encourages growing support of crisis management in todaya's business environment: Novel and poorly understood technologies, globalization, changing political climates, and a shifting social landscape are just a few of the forces currently changing the ways in which organizations experience crises. A? Challenges core assumptions and goes beyond conventional rules: Numerous books touch on the topic, but many lack rigor with untested fear based prescriptions and quick fixes. A? Offers a diversity of angles and levels of analysis: Crisis management is analyzed from societal, interorganizational, organizational, and individual perspectives. A? Presents international and multicultural perspectives: Crises are not perceived in the same way globally; therefore, international researchers and practitioners expose their views of crisis management from their own cultural angles. Intended Audience Offering a leading-edge overview of the field of crisis management, this resource is useful for researchers and thoughtful practitioners in business and management, psychology, and sociology. It can also be used in graduate courses such as Strategic Management and Business Policy, Corporate Strategy, Occupational/Industrial Psychology, and Communication Risk Management.
Avoid being “blindsided” by an unexpected emergency or crisis in the workplace – violence, natural disaster, or worse! Bruce Blythe’s The Manager’s Guide to Quick Response in a Crisis: Effective Action in an Emergency offers the time-tested skills that prepare you to act effectively – on behalf of yourself and your co-workers – in the face of threat and chaos. Blythe uses real-world case studies, examples, and checklists to help you be the top-notch leader the situation requires. “Hope for the best and prepare for the worst” sums up Blythe’s philosophy. This short book is the essence of the basic practical counseling that he would give if he were sitting next to you at your desk. To help you figure out what to do next, he offers real-world examples of what has worked – and not worked – in his 30+ years of experience with companies just like yours. With Blythe’s advice, you can act fast to: *Find out the accurate facts you need to strategize and implement a response. *Compile a checklist of immediate action items.
  • Create a crisis command center (CCC). *Select the best people for your action team and determine action steps. . *Understand how to make good decisions in a crisis or emergency. . *Handle the human side of a traumatic incident. .
  • Set priorities in multiple timeframes. *Establish a “new normal” as everyone phases back into productive work after the incident. To help you take the actions that will make a difference, the book includes: *Practical forms, checklists, cases studies, and real-life examples. *“Quick Use Response Guide” at the end of each chapter – all four can form a handy pocket guide.
    • This book is about how leaders and the organizations they lead can maintain reputation, trust, confidence, financial and operational strength, and competitive advantage in a crisis. First, by thinking clearly; second by making smart choices; and third by executing those choices effectively. But making smart choices in a crisis can be agonizing. The difference between leaders who handle crises well and those who handle crises poorly is mental readiness: the ability some leaders exhibit that allows them to make smart choices quickly in a crisis. And this ability creates real competitive advantage. One of the predictable patterns of crisis response is that the severity of the crisis event does not determine whether an organization and its leader get through a crisis effectively. Indeed, two organizations, similarly situated, can see dramatically different outcomes based on the quality and timeliness of their individual responses to the crisis events. And the ability to respond effectively in a timely way is a consequence of mental readiness. This book is for leaders of organizations who need to be good stewards of reputation, trust, and confidence; and for those who advise those leaders, whether in public relations, or law, or other business disciplines. Author Helio Fred Garcia harvests insights from more than 30 years of working on, studying, and teaching about thousands of crises affecting companies, governments, NGOs, and other organizations. Garcia is the Executive Director of the Logos Institute for Crisis Management and Executive Leadership. He has advised clients in dozens of countries on six continents. For more than 29 years Garcia has been on the New York University faculty, where he teaches crisis management in the Executive MBA program of the Stern School of Business, and crisis communication in the MS in Public Relations and Corporate Communication of the School of Professional Studies. In both programs he has received awards for teaching excellence. He has also taught crisis on the faculties of other universities in California, Switzerland, and China. Through Logos Institute contracts he has taught at yet other universities and specialized professional schools in the U.S., including a number affiliated with the U.S. armed forces. He has guest lectured at dozens of universities around the world.