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中文3572字
毕业论文（设计）外文翻译
标题：危机管理-预防，诊断和干预
react to中文翻译一、外文原文
标题：标题：Crisis management: prevention, diagnosis and Crisis management: prevention, diagnosis and
intervention 原文：原文：The The
premise of this paper is that crises can be managed much more effectively if the company prepares for them. Therefore, the paper shall review some recent crises, the
way they were dealt with, and what can be learned from them. Later, we shall deal with the anatomy of a crisis by looking at some symptoms, and lastly discuss the stages of a crisis and
recommend methods for prevention and intervention. Crisis acknowledgment
Although many business leaders will acknowledge that
crises are a given for virtually every business firm, many of these firms do not take productive steps to address crisis situations. As one survey of Chief Executive officers of Fortune 500 companies discovered, 85 percent said that a crisis
in business is inevitable, but only 50 percent of these had taken any productive action in preparing a crisis plan
(Augustine, 1995). Companies generally go to great lengths to plan their financial growth and success. But when it comes to crisis management, they often fail to think and prepare for those eventualities that may lead to a company’s total failure.
Safety violations, plants in need of repairs, union contracts, management succession, and choosing a brand name, etc. can become crises for which many companies fail to be prepared until
it is too late.
The tendency, in general, is to look at the company as a perpetual entity that requires plans for growth. Ignoring the probabilities of disaster is not going to eliminate or delay their occurrences. Strategic planning without inclusion of
crisis management is like sustaining life without guaranteeing
life. One reason so many companies fail to take steps to proactively plan for crisis events, is that they fail to acknowledge the possibility of a disaster occurring. Like an ostrich with its head in the sand, they simply choose to ignore
the situation, with the hope that by not talking about it, it will not come to pass. Hal Walker, a management consultant, points out “that decisions will be more rational and better received, and the crisis will be of shorter duration, for
companies who prepare a proactive crisis plan” (Maynard, 1993) .
It is said that “there are two kinds of crises: those that that
you manage, and those that manage you” (Augustine, 1995). Proactive planning helps managers to control and resolve a crisis. Ignoring the possibility of a crisis, on the other hand,
could lead to the crisis taking a life of its own. In 1979, the
Three-Mile Island nuclear power plant experienced a crisis when
warning signals indicated nuclear reactors were at risk of a meltdown. The system was equipped with a hundred or more different alarms and they all went off. But for those who should
have taken the necessary steps to resolve the situation, there
were no planned instructions as to what should be done first. Hence, the crisis was not acknowledged in the beginning and it
became a chronic event.
In June 1997, Nike faced a crisis for which they had no existi existing frame of reference. A new design on the company’s ng frame of reference. A new design on the company’s Summer Hoop line of basketball shoes - with the word air written
in flaming letters - had sparked a protest by Muslims, who complained the logo resembled the Arabic word for Allah, or God.
The council of American-Islamic Relations threatened a
a global
Nike boycott. Nike apologized, recalled 38,000 pairs of shoes,
and discontinued the line (Brindley, 1997). To create the brand,
Nike had spent a considerable amount of time and money, but had
never put together a general framework or policy to deal with such controversies. To their dismay, and financial loss, Nike officials had no choice but to react to the crisis. This incident has definitely signaled to the company that spending a little more time would have prevented the crisis. Nonetheless,
it has taught the company a lesson in strategic crisis management planning.
In a business organization, symptoms or signals can alert the strategic planners or executives of an eminent crisis. Slipping market share, losing strategic synergy and
diminishing productivity per man hour, as well as trends, issues and developments in the socio-econo
mic, political and competitive environments, can signal crises, the effects of which can be very detrimental. After all, business failures and bankruptcies are not intended. They do not usually happen overnight. They occur more because of the lack of attention to symptoms than any other factor.
Stages of a crisis
Most crises do not occur suddenly. The signals can usually
be picked up and the symptoms checked as they emerge. A company determined to address these issues realizes that the real challenge is not just to recognize crises, but to recognize them
in a timely fashion (Darling et al., 1996). A crisis can consist
of four different and distinct stages (Fink, 1986). The phases
are: prodromal crisis stage, acute crisis stage, chronic crisis
stage and crisis resolution stage.
Modern organizations are often called “organic” due to
the fact that they are not immune from the elements of their surrounding environments. Very much like a living organism, organizations can be affected by environmental factors both positively and negatively. But today’s successful
organizations are characterized by the ability to adapt by recognizing important environmental factors, analyzing them, evaluating the impacts and reacting to them. The art of strategic planning (as it relates to crisis management)
involves all of the above activities. The right strategy, in general, provides for preventive measures, and treatment or resolution efforts both proactively and reactively. It would
be quite appropriate to examine the first three stages of a

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