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1、本科毕业设计(论文)外文翻译原文:Crisismanagement–publicrelationsDamagetoanorganization’sreputationcansoeasilybecausedbyaflippantremark;forexampleRatner’ssharescollapsedthroughthechiefexecutive’scarelessjoke.Atatimeofcrisis,theeffectofflippantcommentsorplatitudescanexacerbatethiseffe
2、ct.ThecommentbyEurotunnel’spresident,inwhichhedescribedthefireas“anunpleasantincident”,whichwasadjustedafewhourslaterto“aseriousincident”wasevidenceofpoormanagementofthereleaseofinformation,whichresultedintheimpressionthatsafetyfearswerenotbeingtakenseriously.HillandK
3、nowlton’sdirectorofcrisismanagement,DavidBrotzen,commentedthattheydidwelltokeeptheincidenttoaquestionoffreightsafetyratherthanlettingLeShuttlebecomeimplicated.But:ifIwastheirPR,I’dtakethemediain,showthemwhathappenedandwhy.I’dlaunchanindependentinvestigationintothecaus
4、eandseverityofthefireandbeopenandhonestaboutitsfindings.I’dalsoreviewallrollingstocktoreassurealltravellersthatsafetyisnumberonepriority(Beenstock,1996).BasicrulesAfewbasicruleshaveclearlyemergedfromtheaboveexamples.Firstofalltheimportanceoftellingthetruth.Second,rath
5、erthanletthemedianetworkspeculate,usethemedianetworkasaopportunitytodisseminateyourinformation.Leavenoroomforspeculation–“ifyoucan’ttellthemsomething,tellthemwhyyoucan’ttellthem”(PRJournal,1995).AppropriateapologiesPerhapsanotherbasicruletobementionedatthispointisthen
6、eedtoapologizepromptlywhenappropriate.SirJeremyMorse,bankerandpastchairmanoftheInstituteofBankers,maintainsthatitalmostalwayspaystoissueanearlyapology.Althoughthiscouldleadtoanorganizationbeingblamedforsomethingwhichisnotitsfault,hecomments:Nevertheless,therearetwocen
7、tralreasonswhythisisusuallytherightcourse.First,externally,thepublicrespectanapologyfreelygivenratherthanonethatcomesafteraconsiderableperiodofstonewalling.Secondly,internally,anearlyapologyfreesmanagerstosortouttheproblemsfarmoreeffectivelythaniftheyarestillmaintaini
8、nganoutwardfrontthatnothingiswrong(Haywood,1994,p.177).However,Black(1993)pointsoutthatifalawyerispresenttheremaybepressuren