When it hits the fan : managing the nine crises of business
Former American Motors chairman Meyers, a visiting professor at the Carnegie-Mellon business school, and Holusha, Detroit bureau chief of the New York Times, outline fateful stages in a corporate business crisis: gradual failure (of product, management or market), denial and recrimination, anger and...
محفوظ في:
| المؤلف الرئيسي: | |
|---|---|
| التنسيق: | كتاب |
| اللغة: | Undetermined |
| منشور في: |
Boston
Houghton Mifflin
1986
|
| الموضوعات: | |
| الوسوم: |
إضافة وسم
لا توجد وسوم, كن أول من يضع وسما على هذه التسجيلة!
|
| Thư viện lưu trữ: | Trung tâm Học liệu Trường Đại học Cần Thơ |
|---|
| الملخص: | Former American Motors chairman Meyers, a visiting professor at the Carnegie-Mellon business school, and Holusha, Detroit bureau chief of the New York Times, outline fateful stages in a corporate business crisis: gradual failure (of product, management or market), denial and recrimination, anger and fear, panic and collapse. The pattern in recent years is oft-repeatedContinental Illinois, Schlitz, Union Carbide, Braniff Air, to name a few. But crises can be managed, stress the authors, and, if overcome, can give a corporation new life and create new business heroes (e.g., Lee Iacocca's last-minute crisis management at Chrysler). Meyers and Holusha provide an absorbing look at the dark side of American business along with a generous bundle of object lessons for turning things around. |
|---|