BSBPUB504A Develop and Implement Crisis Management Plans
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BSBPUB504A Develop and Implement Crisis Management Plans

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Elements. 1. Develop crisis management plans2. Implement a crisis management plan3. Review and update crisis management plans. Performance criteria. 1. Develop crisis management plans1.1 Conduct research to identify crisis management best practice1.2 Consult relevant groups and individuals for i
BSBPUB504A Develop and Implement Crisis Management Plans

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1. BSBPUB504A Develop and Implement Crisis Management Plans

2. Elements 1. Develop crisis management plans 2. Implement a crisis management plan 3. Review and update crisis management plans

3. Performance criteria 1. Develop crisis management plans 1.1 Conduct research to identify crisis management best practice 1.2 Consult relevant groups and individuals for input into the crisis management plan 1.3 Document, distribute and maintain organisational crisis management plan 1.4 Ensure organisational crisis management plan is clearly understood by relevant groups 1.5 Ensure crisis management plan complies with organisational policies and legal and ethical requirements 1.6 Practise simulated crisis responses

4. Performance criteria 2. Implement a crisis management plan 2.1 Set up a dedicated crisis resource centre 2.2 Develop a crisis response team to deal with media and conduct issue tracking 2.3 Monitor media to ensure the organisation is aware of possible crises 2.4 Implement and monitor issues tracking systems according to crisis plans

5. Performance criteria 3. Review and update crisis management plans 3.1 Consult managers and employees about the effectiveness of the crisis plan 3.2 Amend crisis management plans as necessary to comply with legal and ethical requirements

6. Implement a crisis management plan

7. Implement a crisis management plan 2.1 Set up a dedicated resource centre 2.2 Develop a crisis response team to deal with media and conduct issue tracking 2.3 Monitor media to ensure the organisation is aware of possible crises 2.4 Implement and monitor issues tracking systems according to crisis plans

8. 2.1 Set up a dedicated resource centre

9. Overview As part of the CMP, the PR officer will need to set up a crisis resource center. There are differing views about the proper purpose and function of a crisis resource center

10. What is required in a crisis resource center? General reference materials Specific reference materials Telephones Computers USB memory device Dictaphone Television Photocopiers and printers Fax machines Whiteboard Access to cash

11. General reference materials Crisis management plans Texts Journal articles Internet articles Examples of media statement Case studies of how other organisations have dealt with crises which they have experienced Copies of relevant legislation, codes of practice, standards

12. Specific reference materials Copies of the current version of CMP Copies of map of the local area Copies of map of building plans including details of exits, stairs, lifts, air conditioning ducts, sprinkler systems Up-to-date contact list

13. Activity

14. 2.2 Develop a crisis response team to deal with media and conduct issue tracking

15. Crisis response team CMT Required to: (1) Liaise with members of the media (2) prepare media statements about any crisis which occurs (3) prepare background information about the org which can be provided to the media (4) prepare background info about key personnel within the org which can be provided to the media (5) arrange for the production of video news clips (6) organise and attend media conferences (7) organise and attend media interviews given by the org spokeperson (8) deal with hostile members of the media

16. Issues tracking Before, during and after Issues tracking: (1) monitoring the media (2) monitoring opinion polls (3) considering analysts? opinion (4) researching issues of concern for the organisation (5) considering implications for the organisation

17. CMT

18. Strategies used by the media spokeperson (1) To emphasize key points in an interview Turn off their mobile phone Inform those who might interrupt (such as a secretary) that they must not do so during an interview with the media Do not answer hostile questions Do not be afraid to admit it when they do not know the answer to a question. Instead, state they will get back to them later with an answer

19. Strategies used by the media spokeperson (2) Know the subject they will be asked about Be prepared Act as though they care. Better still, care! Never lie Do not mislead the media. If it becomes apparent that the media has been inadvertently misled, correct the misapprehension as soon as possible Do not slant the facts or tell only part of the story

20. Strategies used by the media spokeperson (3) Be as cooperative as possible Be a reliable and credible source of information Do not hold back information just because they do not like/know a journalist Do not say ?No comment? Do not repeat things as facts unless they know for sure that they are accurate Know the orgb

21. Strategies used by the media spokeperson (4) Do not avoid the media. Newsworthy stories will run regardless of input from the org. It is better to tell the organisation?s side of the story Admit it when the organisation, or someone acting on its behalf, has made a mistake. In such cases, apologise, explain what steps are being taken to fix the problem and then ensure that this is what gets done Keep important tel numbers on hand when dealing with the media including those of the PR officers, CEO, and legal representative

22. 2.3 Monitor media to ensure the organization is aware of possible crises

23. Media monitoring process Diligent PR officers will monitor the media to ensure that decision makers are informed of matters which might affect the organisation. They might undertake the monitoring process on their own or might enlist others from within the org Some PR officers will also retain a media monitoring company to assist. Before, During, After

24. How media org operate Editor Deputy/ assistant editor Features editor News editor Chief of staff Sub-editors Chief sub-editor

25. Example

26. Example

28. Notes Using key words to search Be realistic ? do not spend your entire working day just for reviewing news or TV ? need to delegate

29. Delegation benefits Productivity is increase b/c two or more people can get more done than one person ( always true?) It frees the PR officer to focus on their key or specific skills It encourages a stronger, more resilient team The org can respond more quickly to changes in the org when it can rely on employees to undertake tasks The PR officer can work less hours and establish work/life balance When the PR officer is absent or on holidays, the or can function

30. 2.4 Implement and monitor issues tracking systems according to crisis plans

31. Issue tracking The process used by which organisations can identify and evaluate any events which could have a significant impact on operations Used by org in a wide variety of contexts For example: customer service support call centers to keep track of customer issues

32. Issues tracking system How issues are to be tracked within the organisation: monitoring media, monitoring opion polls, considering analyst?s opinion; researching issues of concern for the organisation How often issues are to be followed up Who is to monitor issues which have been identified? Any classification system which is in place

33. Additional info Issues management

34. 34 Issues Management

35. 35 Issues Management

36. 36 Issues Management

37. 37 Strategic Issue Management

38. 38 Issues Definition

39. 39 Issues Definition

40. 40 Issues Management Process Issues can be identified earlier, more completely, and more reliably Early anticipation widens the range of options Early anticipation permits study and understanding of the full range of issues Early anticipation permits organization to develop a positive orientation towards the issues Organization will have earlier identification of the stakeholders Organization will be able to supply information to influential publics earlier and more positively, creating better understanding

41. 41 Model of Issues Management Process

42. 42 Identification of Issues

43. 43 Identification of Issues

44. 44 Identification of Issues

45. 45 Issues Selling and Buying

46. 46 Who (which stakeholders) is affected by the issue? Who has an interest in the issue? Who is in a position to exert influence? Who has expressed opinions on the issue? Who ought to care about the issue? Who started the ball rolling? (Historical view) Who is now involved? (Contemporary view) Who will get involved? (Future view) Analysis of Issues

47. 47 Ranking of Issues

48. 48 Filtering and Ranking of Issues

49. 49 Ranking of Issues

50. 50 Other Issues-Ranking Techniques

51. 51 Formulation and Implementation of Responses

52. 52 Issues Development Process

53. 53 Issue Development Life Cycle Process

54. 54 Issues Management in Practice


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