危機(jī)管理公共關(guān)系 外文翻譯

1、 本科畢業(yè)設(shè)計（論文）外 文 翻 譯原文：crisis management public relationsdamage to an organizations reputation can so easily be caused by a flippant remark; for example ratners shares collapsed through the chief executives careless joke. at a time of crisis, the effect of flippant comments or platitudes can exacerbat

2、e this effect. the comment by eurotunnels president, in which he described the fire as “an unpleasant incident”, which was adjusted a few hours later to “a serious incident” was evidence of poor management of the release of information, which resulted in the impression that safety fears were not bei

3、ng taken seriously. hill and knowltons director of crisis management, david brotzen, commented that they did well to keep the incident to a question of freight safety rather than letting le shuttle become implicated. but:if i was their pr, id take the media in, show them what happened and why. id la

4、unch an independent investigation into the cause and severity of the fire and be open and honest about its findings. id also review all rolling stock to reassure all travellers that safety is number one priority (beenstock, 1996).basic rulesa few basic rules have clearly emerged from the above examp

5、les. first of all the importance of telling the truth. second, rather than let the media network speculate, use the media network as a opportunity to disseminate your information. leave no room for speculation “ if you cant tell them something, tell them why you cant tell them” (pr journal, 1995).ap

6、propriate apologiesperhaps another basic rule to be mentioned at this point is the need to apologize promptly when appropriate. sir jeremy morse, banker and past chairman of the institute of bankers, maintains that it almost always pays to issue an early apology. although this could lead to an organ

7、ization being blamed for something which is not its fault, he comments:nevertheless, there are two central reasons why this is usually the right course. first, externally, the public respect an apology freely given rather than one that comes after a considerable period of stonewalling. secondly, int

8、ernally, an early apology frees managers to sort out the problems far more effectively than if they are still maintaining an outward front that nothing is wrong (haywood, 1994, p. 177).however, black (1993) points out that if a lawyer is present there may be pressure not to express sympathy in case

9、this is taken to imply liability: lawyers must be told that the consequences to the company of not communicating and showing sympathy in practical terms are sure to be much worse than if an open policy of full information and generosity is adopted.speed of media coverageit is vital to realize the sp

10、eed of media coverage because of new technological developments. not only can stories be relayed by mobile phones and faxed from cars, but they can also be sent from helicopters and bounced off satellites. pictures too can be taken by digital computerized cameras and sent down telecommunications lin

11、es:when greenpeace staged its high-profile stand against the sinking of the brent spar oil platform, it not only posted information on the web, but was reported to have airlifted sophisticated filming equipment and a satellite down station on to the rig, so that they could provide their own vnrs dir

12、ect to news outlets (nicholas, 1996a).this means that it is unlikely that there will be a time delay between an incident or crisis erupting and the resulting media coverage. this emphasizes the need to react quickly at a time of crisis, and to let all parties know immediately about the action you ha

13、ve taken. “communicating effectively was now more often seen as of the same importance as putting the problems right.” (ipr journal, 1995, p. 14). furthermore, the media are in competition and hungry for the most newsworthy stories. generally bad news is very newsworthy and more sensational (ashcrof

14、t, 1994). if immediate information is not available, this leaves room for speculative stories.specialist training for crisisorganizations which have handled crises well have been well prepared for them, and their plans have been tried and tested. there are now a number of companies offering speciali

15、st training in how to handle the media in a crisis, which can involve training to suit the individual organization, including simulations. michael bland of michael bland communications has no doubt about the value of simulation exercises. “even companies with very good crisis procedures always find

16、something is wrong or something is missing when they do a simulation” (purdom, 1995, p. 12). preparation involves identifying which crises are likely to happen for an organization, that is anticipating potential crises. this relates to issues management.preparation/training for crisis managementcris

17、is management manualthe crisis management manual is often viewed as an important part in preparation. it can set out who will handle what and the establishment of a crisis headquarters. however, to work in practice it must be very user friendly and as concise as possible.crisis checklistpurdom (1995

18、, p. 11) sets out a crisis checklist: identify which managers will be part of the crisis handling team. establish who is the spokesperson and ensure they are trained. ensure that out of hours contact numbers of senior staff are available to relevant staff, including evening security cover. establish

19、 a control room away from the day-to-day running of the business. ensure computer equipment, tv and radio are available. practice makes perfect. senior management should run through a simulation of a crisis including dealing with the media under pressure. dont forget to train support staff. often it

20、 will be customer service, secretarial staff or telephonists who will be the first to receive a call. consider arrangements for receiving large numbers of telephone calls. telesales companies can offer consultancy and support in this area. dont keep crisis plans confidential among a select managemen

21、t group. all staff should know the procedures during a crisis, whether it is a material disaster or a media siege.phone linesthe points in this checklist are valid and important. for example, during the media hubbub over the fire in the channel tunnel, how could the information flow to the media be

22、managed effectively with only 20 phone lines to handle around 8,000 calls? (beenstock, 1996).spokespersonsthe point about establishing spokespersons and ensuring they are trained is vital. equally important is ensuring that they are armed with the right information before speaking, and are familiar

23、and comfortable with this information. in-house training should always involve video recordings, for people to become aware of their bad habits and body language which can convey something completely different from what is being said.conveying the messagein order to ensure that the spokesperson is w

24、ell prepared, she/he must know what to say and how to say it. this means knowing the subject well, especially the key areas and any difficult topics, and, if possible, rehearsing the whole procedure beforehand. the message should be stated straightaway, keeping it simple and clear and speaking in pl

25、ain english, avoiding jargon. any untruths must be refuted immediately. if they are not refuted, the power of the media can make them appear to be the truth (glasspool and george, 1994).training support staffthe point made about training support staff, as those on the front line are the most likely

26、to be the first to receive a call, is extremely important. woodcock comments that many experts now believe everybody in an organization needs an awareness of crisis management. she believes that training need not be difficult.it can be done through a simple cascade management system, supported by mo

27、nthly team briefings explaining how the crisis management system works, and by cards listing the most important dos and donts and key emergency numbers (purdom, 1995, p. 11).however, this leads on to the point that it is not only the undertaking of an elaborate issues audit that can avert disaster h

28、aving an effective set of house rules into which all staff are inducted can avoid a minor crisis, which can blow up into something more extensive.house ruleswhen setting up a public relations strategy, a set of house rules need to be established, preferably incorporated into the staff handbook. this

29、 clear set of rules must clarify exactly who can and cannot speak to the media at any time not just at time of crisis. this can avoid a crisis of the type that has happened when staff who do not know the facts of the matter have spoken to the media. this can be staff at any level not just telephonis

30、ts, clerical staff, cleaners, caretakers, but senior managers in the organization. even if a member of staff knows the full facts of a situation, it does not follow that she/he has the right communication skills to convey that information to the media.having established this rule it is then necessar

31、y to ensure that members of staff, particularly front-line staff, know what to say if they are approached by the media. publication of a phrase such as “no comment” or “im not allowed to say” would lead to speculation and can be extremely damaging. all personnel should respond with a phrase, such as

32、 “ill transfer you to the pr manager, who will know the details”. this is exacerbated in a crisis situation. michael bland comments that:many pr plans have an alice in wonderland belief that the press will only go to head office or that by some miracle people from head office will arrive at the cris

33、is site in time. if people at the site have not been trained and say “we cant comment” or “that decision is down to our london office”, media relations start to fall apart from the beginning (purdom, 1995, p. 12).譯文：危機(jī)管理公共關(guān)系輕率的言論很容易毀壞一個企業(yè)的名譽(yù)；比如說拉特納在領(lǐng)導(dǎo)層會議時開的關(guān)于企業(yè)效益暴跌的無心玩笑。在危機(jī)時期，輕率的言論起到惡化作用。歐洲隧道主席把火災(zāi)形容

34、為不愉快的事件，而后來取證時因為管理不善而導(dǎo)致的火災(zāi)，他后改口說，這是起很嚴(yán)重的事件。這就給人留下了他們對公眾安全不負(fù)責(zé)的印象。希爾和諾爾頓的危機(jī)管理的主任大衛(wèi)brotzen，評論說，他們表現(xiàn)出色，保持事件貨物運(yùn)輸?shù)陌踩珕栴}，而不是讓事務(wù)變得復(fù)雜。但是：如果換做我他們的公共關(guān)系管理者，我會主動邀請媒體，告訴他們發(fā)生了什么，為什么會這樣。我和會意識到火災(zāi)的嚴(yán)重性并展開火災(zāi)發(fā)生原因，并公開調(diào)查，對于調(diào)查結(jié)果保持誠實和公開的態(tài)度。我還會關(guān)注旅行者的安全第一的問題。(beenstock, 1996)基本規(guī)則從上述的例子中明顯出現(xiàn)了幾個基本的規(guī)則。首先，說真話的重要性。二，相比讓留給媒體空間去猜測，還不

35、如借此時機(jī)，通過網(wǎng)絡(luò)進(jìn)行信息的傳播。- “如果你不能告訴他們什么東西，告訴他們你為什么不能告訴他們”（公關(guān)雜志，1995年）。適當(dāng)?shù)牡狼敢苍S另一個必須提到的基本規(guī)則就是迅速的道歉。銀行機(jī)構(gòu)的前任主席和經(jīng)理，杰里米 莫爾斯先生 認(rèn)為盡早的道歉是值得的。即使企業(yè)是在并沒有犯錯而被指責(zé)的情況下，他評論說：盡管如此，有兩個重要的原因來證明以上觀點的正確性。第一，對外來說，公眾更容易接受企業(yè)自覺的道歉而不是逼迫之下的道歉。第二，對內(nèi)而言，盡早的道歉能讓領(lǐng)導(dǎo)人為解決危機(jī)而展開調(diào)查工作，反之，他們則不方便調(diào)查(haywood, 1994, p. 177)。然而，布萊克（1993）指出，如果律師在場，可能會有

36、壓力，在不表示同情的情況下采取的，這是意味著責(zé)任：律師必須被告知，在不溝通，并在實踐中顯示出的同情公司后果肯定會大不如前，如果有著充分信息的開放政策被采用的話。媒體的覆蓋速度由于科技的發(fā)展，意識到媒體覆蓋的速度很關(guān)鍵。故事不僅能通過手機(jī)電話傳真?zhèn)鞑?，還能通過直升機(jī)和衛(wèi)星。圖片也一樣，能被電子數(shù)碼相機(jī)拍下并傳送。當(dāng)綠色和平組織站在反對布倫特斯帕石油平臺沉沒文件的立場時，但據(jù)報道它不僅在網(wǎng)絡(luò)上發(fā)布信息，空運(yùn)先進(jìn)攝影器材，并且在隨后的衛(wèi)星站的鉆井平臺，使他們能直接提供新聞媒體（尼古拉斯，1996）錄像，進(jìn)行新聞節(jié)目發(fā)布。這就意味著說，媒體對危機(jī)等時間的報道是不可以有滯后性的。這強(qiáng)調(diào)了危機(jī)發(fā)生時需要迅速的做出反應(yīng)，告知各相關(guān)人你采取的行動。“有效的溝通和正確的解決問題同等重要” (ipr journal, 1995, p. 14)。另外，媒體對有報道價值的新