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...
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| Autor Principal: | |
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| Formato: | Libro |
| Idioma: | Undetermined |
| Publicado: |
Boston
Houghton Mifflin
1986
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| Những chủ đề: | |
| Các nhãn: |
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| Thư viện lưu trữ: | Trung tâm Học liệu Trường Đại học Cần Thơ |
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| LEADER | 01349nam a2200205Ia 4500 | ||
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| 001 | CTU_89182 | ||
| 008 | 210402s9999 xx 000 0 und d | ||
| 082 | |a 658.4 | ||
| 082 | |b M613 | ||
| 100 | |a Meyers, Gerald C. | ||
| 245 | 0 | |a When it hits the fan : | |
| 245 | 0 | |b managing the nine crises of business | |
| 245 | 0 | |c Gerald C. Meyers with John Holusha. | |
| 260 | |a Boston | ||
| 260 | |b Houghton Mifflin | ||
| 260 | |c 1986 | ||
| 520 | |a 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. | ||
| 650 | |a Crisis management. | ||
| 904 | |i Năm | ||
| 980 | |a Trung tâm Học liệu Trường Đại học Cần Thơ | ||