畢業(yè)設(shè)計(jì)論文 外文文獻(xiàn)翻譯 危機(jī)管理孟買(mǎi)發(fā)生的恐怖襲擊案例研究 中英文對(duì)照

畢業(yè)論文譯文 題目名稱：危機(jī)管理，孟買(mǎi)發(fā)生的恐怖襲擊案例研究院系名稱：經(jīng)濟(jì)管理學(xué)院班 級(jí)：學(xué) 號(hào)：學(xué)生姓名： 指導(dǎo)教師： 2012 年 3 月畢業(yè)設(shè)計(jì)（論文）外文譯文危機(jī)管理，孟買(mǎi)發(fā)生的恐怖襲擊案例研究Manisha Shekhar摘要本文研究的是在2008年，孟買(mǎi)發(fā)生的恐怖襲擊事件時(shí)印度政府的危機(jī)管理。實(shí)證研究結(jié)果表明，越來(lái)越多的外部壓力和內(nèi)部的自我意識(shí)，迫使印度政府改變其危機(jī)管理戰(zhàn)略。改變的方面涉及不同的行政級(jí)別（地方，區(qū)域，國(guó)家和國(guó)際），這些行政級(jí)別合作行動(dòng)控制了危機(jī)。觀察和研究一個(gè)合作對(duì)待危機(jī)的格局已經(jīng)完成并且估計(jì)了未來(lái)危機(jī)的發(fā)生概率。也有詳細(xì)的分析危機(jī)管理的計(jì)劃并且利用關(guān)于危機(jī)可能發(fā)生的信息阻止危機(jī)發(fā)生或者降低危機(jī)發(fā)生時(shí)的破壞力度，歸納曾發(fā)生過(guò)的各種危機(jī)的研究。關(guān)鍵詞：危機(jī)管理，政府的介入，媒體的介入，災(zāi)難情景聯(lián)網(wǎng)和恢復(fù)性增長(zhǎng)的過(guò)程危機(jī)管理，對(duì)孟買(mǎi)發(fā)生的恐怖攻擊的案例研究危機(jī)預(yù)警的變化和未來(lái)民族危機(jī)的可能性？在危機(jī)管理中面臨的挑戰(zhàn)是不僅要認(rèn)識(shí)到危機(jī)，還要找到危機(jī)發(fā)生的焦點(diǎn)。焦點(diǎn)就是一場(chǎng)危機(jī)被定義為一個(gè)“更好或更壞的轉(zhuǎn)折點(diǎn)性時(shí)刻”或關(guān)鍵時(shí)刻，已經(jīng)達(dá)到了一個(gè)關(guān)鍵階段的地步。危機(jī)是不穩(wěn)定的狀況，其中決定性的變化是迫在眉睫的。無(wú)論是一個(gè)極不理想的結(jié)果的一個(gè)明顯的可能性，或一個(gè)非?？扇〉暮头浅７e極的成果的一個(gè)明顯的可能性，任何行政機(jī)關(guān)可以進(jìn)行預(yù)測(cè)和計(jì)劃，這個(gè)轉(zhuǎn)折點(diǎn)矗立著一個(gè)更好的機(jī)會(huì)。流行的看法是危機(jī)未必一定是壞事。它僅僅是具有一定程度的風(fēng)險(xiǎn)和不確定性（芬克，1986）。危機(jī)管理-危機(jī)的規(guī)劃，是一個(gè)轉(zhuǎn)折點(diǎn)-是用藝術(shù)的手法去消除不確定性風(fēng)險(xiǎn)，從而使有關(guān)各方實(shí)現(xiàn)更多的控制，從而在一個(gè)組織中創(chuàng)造性地行使管理的領(lǐng)導(dǎo)作用（達(dá)林謝爾頓和沃克，2002年） 危機(jī)管理是一個(gè)重要的的組織功能，危機(jī)可能會(huì)導(dǎo)致相關(guān)者的利益受到嚴(yán)重?fù)p害，并且威脅到一個(gè)組織利益的損失甚至是存在。 當(dāng)危機(jī)產(chǎn)生消極后果時(shí)，如果不妥善處理的話就會(huì)變成一個(gè)重大的威脅。危機(jī)損害了國(guó)家在金融方面的組織。在危機(jī)中的首要原則就是關(guān)注公眾安全。如果未能解決公眾安全隱患的加劇，政府的信譽(yù)降低和金融的受損程度依舊會(huì)持續(xù)，直至公眾安全已得到改善。了解在危機(jī)成功擴(kuò)散之前應(yīng)當(dāng)如何處理的危機(jī)管理模式是十分重要的。岡薩雷斯雷羅和普惠創(chuàng)造了四個(gè)階段的危機(jī)管理模式，其過(guò)程包括：?jiǎn)栴}的管理，規(guī)劃，預(yù)防，危機(jī)發(fā)生和危機(jī)造成的后果（岡薩雷斯雷羅和普惠，1995年）。 危機(jī)管理計(jì)劃與應(yīng)急計(jì)劃 沒(méi)有任何一個(gè)國(guó)家期待面臨危機(jī)的形勢(shì)，危機(jī)會(huì)導(dǎo)致重大的破壞，尤其是媒體帶有刺激性的廣泛報(bào)道。公眾的監(jiān)督，可能導(dǎo)致消極的財(cái)政，政治，法律和政府的影響。危機(jī)管理計(jì)劃提供了最好的應(yīng)對(duì)措施。提前準(zhǔn)備應(yīng)急預(yù)案是危機(jī)管理計(jì)劃的一部分，第一步是確保一個(gè)國(guó)家是否做好適當(dāng)?shù)奈C(jī)準(zhǔn)備。危機(jī)預(yù)防管理小組通過(guò)開(kāi)發(fā)一個(gè)模擬的場(chǎng)景來(lái)排練危機(jī)演習(xí)。該計(jì)劃應(yīng)明確規(guī)定，只有指定的人員，如國(guó)家的發(fā)言人或危機(jī)處理小組成員才能公開(kāi)的對(duì)危機(jī)進(jìn)行發(fā)布與溝通。危機(jī)爆發(fā)后的第一個(gè)小時(shí)是最關(guān)鍵的，所以工作速度和效率至關(guān)重要，計(jì)劃應(yīng)說(shuō)明每個(gè)功能應(yīng)如何迅速運(yùn)作。當(dāng)準(zhǔn)備提供一份聲明，必須是總結(jié)外部以及內(nèi)部的危機(jī)發(fā)展，信息也應(yīng)該是準(zhǔn)確的。提供不正確的信息或操縱信息走入誤區(qū)，將會(huì)使局勢(shì)惡化。應(yīng)急計(jì)劃應(yīng)包含信息和指導(dǎo)，不僅要規(guī)劃短期的策略，每一項(xiàng)決策的長(zhǎng)期影響也將有助于決策者危機(jī)管理方案的確定。在危機(jī)管理中涉及的前置步驟 1、危機(jī)管理計(jì)劃，首先要發(fā)展并定期更新。 2、建立和指定的危機(jī)管理小組，應(yīng)提供適當(dāng)?shù)呐嘤?xùn)。 3、危機(jī)發(fā)生前選擇的危機(jī)管理，包括對(duì)黑暗的網(wǎng)站和危機(jī)報(bào)表模板的內(nèi)容有法律部門(mén)的審查和預(yù)先核準(zhǔn)。 4、媒體人應(yīng)該是受過(guò)有關(guān)危機(jī)管理的有效培訓(xùn)。 里賓杰（1997），弗蘭-本特（2011）對(duì)媒體關(guān)系危機(jī)投入大量關(guān)注。在危機(jī)管理中被禁止 1、避免一句無(wú)可奉告。 2、避免術(shù)語(yǔ)或技術(shù)術(shù)語(yǔ)。 3、避免緊張的習(xí)慣，在發(fā)布新聞、消息時(shí)中斷信息或信息帶有欺騙性質(zhì)。 4、避免緊張的手勢(shì)，如起搏。 在危機(jī)管理中要做到1、明確當(dāng)前信息。2、愉快得出現(xiàn)在鏡頭前。 3、媒體人需要有很強(qiáng)的眼神接觸。4、媒體人應(yīng)該有最新的危機(jī)信息。 5、準(zhǔn)備利用互聯(lián)網(wǎng)深遠(yuǎn)的公共通道之一。 6、準(zhǔn)備使用獨(dú)特的網(wǎng)站或網(wǎng)站的一部分，以解決危機(jī)的關(guān)注度。 研究災(zāi)難情景的網(wǎng)絡(luò)運(yùn)用的需求討論確定災(zāi)難情景網(wǎng)絡(luò)化的挑戰(zhàn)，包括： 特設(shè)網(wǎng)絡(luò)配置和傳感器連接到現(xiàn)有高帶寬連接的基礎(chǔ)設(shè)施，如足以達(dá)到、覆蓋農(nóng)村的衛(wèi)星。 異構(gòu)環(huán)境中的傳感器，網(wǎng)絡(luò)能力和行政機(jī)構(gòu)。 動(dòng)態(tài)的環(huán)境和不斷變化的用戶需求提供了一個(gè)新的網(wǎng)絡(luò)管理和可視化工具，管理和控制自動(dòng)重新配置的需要。 技術(shù)重用：他們使用的數(shù)據(jù)資源設(shè)計(jì)的主要目的以外的目的是尚存的衛(wèi)星傳感器資源和部署的視頻傳感器產(chǎn)生速度數(shù)以百計(jì)的兆字節(jié)每秒的數(shù)據(jù)。這些數(shù)據(jù)用于建模和指揮中心使用。 迅速變化的負(fù)載的服務(wù)品質(zhì)應(yīng)重視媒體類型（傳感器的數(shù)據(jù)，語(yǔ)音，視頻和等）和用戶基礎(chǔ)。 實(shí)時(shí)建模：現(xiàn)在重大的分布式計(jì)算和通信資源頂部支持的鑄造。 災(zāi)難情景討論確定研究需要應(yīng)付這些挑戰(zhàn)。 信托：安全，隱私和可靠性 信任的問(wèn)題，包括安全，隱私和可靠性。災(zāi)難時(shí)，隨處可見(jiàn)的救災(zāi)資源必須提供不同層次的安全，最終用戶和他們的應(yīng)用程序在保證可靠性的基礎(chǔ)上，特設(shè)廣告網(wǎng)絡(luò)和設(shè)備的需求。在研究過(guò)程中需要解決以下兩個(gè)方面:1、參與各方的異質(zhì)性：重大災(zāi)難將涉及許多政府機(jī)關(guān)（地方，州和聯(lián)邦），企業(yè)和個(gè)人。救災(zāi)網(wǎng)絡(luò)必須順應(yīng)其多樣化的安全和信任的政策，其中可能包含不兼容，并阻礙共享數(shù)據(jù)和其他資源。如果涉及其他主權(quán)國(guó)家，這個(gè)問(wèn)題可能進(jìn)一步復(fù)雜化。 2、靈活性：災(zāi)難的反應(yīng)，可能需要臨時(shí)靈活的修改或違反安全和信任的政策。例如，緊急醫(yī)療團(tuán)隊(duì)可能需要訪問(wèn)病人的記錄，它通常不會(huì)授權(quán)。 重用技術(shù)：可設(shè)計(jì)技術(shù)，使他們能夠在危機(jī)中執(zhí)行的行動(dòng)，并成為主要職能。在正常操作使用他們的危機(jī)應(yīng)對(duì)能力的時(shí)候容易受到第三方的入侵，所以還需要更新、提高、完善。 誤報(bào)：應(yīng)研究檢測(cè)入侵者的誤報(bào)和能夠識(shí)別入侵者。 危機(jī)管理，對(duì)孟買(mǎi)發(fā)生的恐怖攻擊的案例研究 問(wèn)題的解決方案隨時(shí)間變化應(yīng)以多種方式進(jìn)行，包括模擬使用基準(zhǔn)評(píng)估。此外，需要強(qiáng)調(diào)訓(xùn)練和測(cè)試不同的解決方案。應(yīng)對(duì)危機(jī)時(shí)公共關(guān)系起著關(guān)鍵作用，提供開(kāi)放的消息發(fā)送給市民協(xié)助應(yīng)對(duì)各種公共危機(jī)。危機(jī)最初的反應(yīng)是政府什么都不說(shuō)，但危機(jī)一旦發(fā)生后果十分嚴(yán)重。科爾科-艾沃登（2005年）和(計(jì)算機(jī))高級(jí)研究規(guī)劃局對(duì)網(wǎng)絡(luò)進(jìn)行了研究，如何早期的快速反應(yīng)，使組織可以產(chǎn)生良好的信譽(yù)記錄。 危機(jī)管理，將使其危機(jī)管理更容易迅速作出反應(yīng)。政府應(yīng)做好準(zhǔn)備，提供壓力和心理創(chuàng)傷輔導(dǎo)危機(jī)的受害者及其家屬。 信譽(yù)修復(fù)策略的總表 1、攻擊原告：面臨危機(jī)管理者的個(gè)人或團(tuán)體聲稱與該組織的東西是錯(cuò)誤的 。 2、 拒絕：發(fā)言人聲稱沒(méi)有危機(jī)。 3、危機(jī)替罪羊：危機(jī)管理者指責(zé)一些危機(jī)的組織以外的個(gè)人或團(tuán)體 。 4、借口：危機(jī)管理方方面組織推卸責(zé)任，最大限度地減少了否認(rèn)傷害的意圖，并聲稱無(wú)法控制的事件引發(fā)的危機(jī)。 5、挑釁：危機(jī)是另外一個(gè)人或一方面集團(tuán)的行動(dòng)的反應(yīng)。 6、可廢止的：缺乏有關(guān)事件導(dǎo)致危機(jī)的信息。 7、意外：缺乏控制導(dǎo)致危機(jī)形勢(shì)下的事件。 8、良好的愿望：組織愿意做得更好。 9、理由：危機(jī)管理者最大限度地減少危機(jī)造成的認(rèn)知損傷。 10、提醒：危機(jī)管理者告訴該組織過(guò)去優(yōu)秀案例處理的利益相關(guān)者。 11、形象：危機(jī)管理者利用利益相關(guān)者對(duì)自己行為的贊譽(yù) 。 12、補(bǔ)償：危機(jī)管理者向受害者提供金錢(qián)或禮物。 13、道歉：危機(jī)管理組織負(fù)危機(jī)的全部責(zé)任，并請(qǐng)求利益相關(guān)者的寬恕。 案例研究 戰(zhàn)略分析和研究中心（以下簡(jiǎn)稱為CSAR）已采取了這個(gè)國(guó)家級(jí)的任務(wù)，并總結(jié)出了危機(jī)管理的分析和評(píng)價(jià)的數(shù)學(xué)模型。 據(jù)恐怖襲擊攻擊的地方的地圖的日期邏輯軌跡觀察策劃如何反擊對(duì)印度的襲擊，其中有一個(gè)26度的統(tǒng)一角度和雙曲線規(guī)律，維沙卡帕特南臥時(shí)的運(yùn)動(dòng)軌跡是更大規(guī)模的推斷可能的目標(biāo)與線性醒目的日期分別為1月13日和3月26日。這些日期被發(fā)現(xiàn)正是勒克瑙/坎普爾和果阿/帕納吉的反恐行動(dòng)。雙曲線的規(guī)律在維薩卡帕特下降揭示了真理，一位巴基斯坦裔的潛艇像印度軍隊(duì)噴射魚(yú)雷。 孟加拉解放戰(zhàn)爭(zhēng)期間，潛艇百佳亞瓦爾位于下方的維沙卡帕特南，是由移民局拉吉普銷毀。在印度軍隊(duì)的手中無(wú)情的失敗在1971年，巴基斯坦軍隊(duì)為了報(bào)仇開(kāi)發(fā)了一個(gè)精心策劃的軌跡清楚地表明了其覆蓋整個(gè)印度地區(qū)，以證明其軍事力量。 恐怖分子的攻擊模式： 攻擊城市的日期 1、 2008年5月13日,齋浦爾 2、 6月2日，精益 3、 7月26日，阿默達(dá)巴德 4、 8月4日，精益 5、 9月5月13日，新德里 6、 10月6日,精益 7、 11月26日,孟買(mǎi)8、 12月8日, 精益9、 預(yù)期2009年1月13日,勒克瑙/坎普爾 10、 2月10日，精益 11、 預(yù)計(jì)2009年3月26日,果阿 危機(jī)管理，對(duì)孟買(mǎi)發(fā)生的恐怖攻擊的案例研究 現(xiàn)代化的力量是需要爭(zhēng)分奪秒，并應(yīng)為重中之重。因此，我們需要警察部隊(duì)中專門(mén)的小組來(lái)處理這種情況。但是，我們必須明白，從最近的警察局的警察和人員將首次到達(dá)現(xiàn)場(chǎng)后，將在進(jìn)入火線前穿上防彈衣，我想指出的是，他們穿上了但是依舊喪命，這些防彈衣竟能被恐怖分子的子彈穿透，它們的質(zhì)量又如何呢？誰(shuí)為提供這些劣質(zhì)的防彈衣負(fù)責(zé)呢？他們身上的防彈衣就像是裝飾品。這些警察并不是死于恐怖分子的槍彈下，而是死于相信這些防彈衣能保護(hù)自己的生命。情報(bào)局已經(jīng)確認(rèn)，于2008年11月26日，發(fā)生在孟買(mǎi)的襲擊可能是一個(gè)恐怖行為，目的是破壞和平和引起恐慌。對(duì)情報(bào)通報(bào)的理由說(shuō)，恐怖襲擊的事實(shí)操作是同步的，本回顧性研究的目的是研究印度政府在危機(jī)管理中的作用，在此期間的恐怖襲擊。 危機(jī)管理成功案例 孟買(mǎi) 在2008年11月26日，9名恐怖分子襲擊了在孟買(mǎi)的泰姬酒店、毛里求斯-皮蒙斯角酒店和納里曼樓，在這三個(gè)地方近200人死亡，約300人嚴(yán)重受傷。核供應(yīng)國(guó)集團(tuán)的突擊隊(duì)花了三天時(shí)間以阻截這些恐怖。在三天的長(zhǎng)期斗爭(zhēng)中，突擊隊(duì)員殺死8恐怖分子，抓獲受傷恐怖分子一人。盡管恐怖襲擊，但是孟買(mǎi)作為一個(gè)安全的城市，無(wú)論生活在貧民窟或是一個(gè)首席 執(zhí)行長(zhǎng)官還是企業(yè)巨頭，并沒(méi)有改變。 在城市的家長(zhǎng)不用擔(dān)心他們的年輕的女兒回家深夜在使用公共交通工具時(shí)的安全。話雖如此，也不能保證這-一個(gè)更好的法律和秩序的情況與其他地鐵相比，在遭受恐怖襲擊的城市中將保護(hù)你的安全。 這是這次孟買(mǎi)在遭受恐怖襲擊中的優(yōu)秀表現(xiàn)。泰諾（強(qiáng)生） 在1982年的秋天，一個(gè)殺人犯一些商店貨架上的泰諾膠囊添加了65毫克的氰化物，造成七人死亡，其中包括一個(gè)一家三口。強(qiáng)生公司召回和銷毀100萬(wàn)美元的成本在31萬(wàn)粒膠囊 。和藹可親的首席執(zhí)行長(zhǎng)官，詹姆斯伯克，出現(xiàn)在電視廣告和在新聞發(fā)布會(huì)上，告知消費(fèi)者該公司的行動(dòng) 。防篡改包裝迅速出臺(tái)，泰諾銷售迅速回升到接近危機(jī)前的水平 （2004年Dezenhall危機(jī)公關(guān)咨詢公司）。強(qiáng)生公司再次遭受打擊，1986年2月8日紐約的一名女子死于泰諾膠囊氰化物。強(qiáng)生公司反應(yīng)迅速，順利地抵擋新的危機(jī)，立即無(wú)限期取消泰諾所有電視廣告，建立了免費(fèi)電話熱線，解答消費(fèi)者的問(wèn)題，并提供退款或交換客戶購(gòu)買(mǎi)的泰諾膠囊。在本周結(jié)束時(shí)，在一家商店發(fā)現(xiàn)另一瓶污染的泰諾，制造商向全國(guó)范圍內(nèi)發(fā)出的警告，告誡人們不應(yīng)該使用在其膠囊的形式服藥（魯?shù)婪颍?986年），這些僅僅在事件發(fā)生后的幾分鐘而已。 昌德拉謝卡爾食品問(wèn)題 歐瓦拉的蘋(píng)果汁被認(rèn)為是大腸桿菌感染爆發(fā)的原因時(shí)，該公司失去了其市場(chǎng)價(jià)值的三分之一。1996年10月，在華盛頓州，加利福尼亞州，科羅拉多州和不列顛哥倫比亞省的大腸桿菌爆發(fā)的四十九個(gè)病例報(bào)告被追溯到未經(jīng)高溫消毒的天然蘋(píng)果果汁飲料生產(chǎn)商歐瓦拉公司，其中包括一個(gè)小的孩子死亡。歐瓦拉在24小時(shí)之內(nèi)，賦予食品及藥物管理局和華盛頓州衛(wèi)生官員建立了每日新聞簡(jiǎn)報(bào)的時(shí)間表;發(fā)出了新聞稿，宣布召回;表示悔恨，關(guān)心和道歉，并承擔(dān)他們的產(chǎn)品傷害任何人的責(zé)任、宣傳詳細(xì)大腸桿菌中毒癥狀和解釋消費(fèi)者購(gòu)買(mǎi)受影響的產(chǎn)品應(yīng)該怎么做。然后歐瓦拉通過(guò)顧問(wèn)的幫助下開(kāi)發(fā)有效的散熱過(guò)程，不會(huì)損害產(chǎn)品的口味時(shí)，生產(chǎn)逐漸恢復(fù)。所有這些步驟都是與媒體溝通，通過(guò)整版的報(bào)紙廣告而成功的（德威爾，1998年）。 美泰全國(guó)最大的玩具制造商美泰公司，在2007年夏天遭受危機(jī)困擾，包括從中國(guó)出口的問(wèn)題玩具，面臨著在兩周內(nèi)兩次產(chǎn)品召回。公司竭盡所能地發(fā)布最新的消息，消費(fèi)者和零售商給與其很高的評(píng)價(jià)。雖然形勢(shì)另大眾心煩意亂，但對(duì)他們公司的反應(yīng)表示贊賞。上午7時(shí)后，由聯(lián)邦官員發(fā)布公告美泰公司的16名公共關(guān)系工作人員被設(shè)置為媒體記者來(lái)電咨詢的對(duì)象。他們告訴每一個(gè)新聞概述釋放回憶檢查他們的電子郵件，邀請(qǐng)他們與管理人員和預(yù)定的電視露面，與美泰公司首席執(zhí)行官進(jìn)行電話交談的電話會(huì)議。美泰首席執(zhí)行官羅伯特?？颂卦?月20要求與個(gè)別記者錄制電視采訪，一周結(jié)束，僅在美國(guó)美泰公司曾回應(yīng)了300多家媒體的查詢（高盛和理查，2007年） 。 結(jié)論 以危機(jī)管理為一體的簡(jiǎn)潔條目是很難總結(jié)全面的。我試圖找出最佳做法和危機(jī)管理研究人員、危機(jī)分析家所創(chuàng)造的經(jīng)驗(yàn)教訓(xùn)。雖然危機(jī)開(kāi)始為負(fù)威脅，有效的危機(jī)管理可以將損失降至最低。然而，危機(jī)是不理想的方式來(lái)改善組織。但沒(méi)有一個(gè)組織可以避免危機(jī)的影響，所以都必須做最好準(zhǔn)備。提供了一個(gè)可以成為一個(gè)有效的危機(jī)管理計(jì)劃納入危機(jī)管理的思想是至關(guān)重要的。金融危機(jī)又稱金融風(fēng)暴，是指一個(gè)國(guó)家或幾個(gè)國(guó)家與地區(qū)的全部或大部分金融指標(biāo)，例如短期利率，貨幣資產(chǎn)，證劵，房地產(chǎn)，土地（價(jià)格），商業(yè)破產(chǎn)數(shù)和金融機(jī)構(gòu)倒閉數(shù)的急劇、短暫和超周期惡化。金融危機(jī)可以分為貨幣危機(jī)、債務(wù)危機(jī)、銀行危機(jī)等類型。近年來(lái)金融危機(jī)呈現(xiàn)某種形式混合的趨勢(shì)。政府要加大宏觀調(diào)控的力度，進(jìn)一步擴(kuò)大內(nèi)需，抑制價(jià)格的結(jié)構(gòu)性上漲，防止通貨膨脹，出臺(tái)措施，保持金融市場(chǎng)的穩(wěn)定，防止股市大起大落；保證中小企業(yè)的資金供應(yīng)，進(jìn)一步促進(jìn)就業(yè)、再就業(yè)，防止工人大量失業(yè)。由此可見(jiàn)在發(fā)生重大危機(jī)時(shí)國(guó)家危機(jī)管理部門(mén)迅速、科學(xué)的危機(jī)管理管理是至關(guān)重要的。來(lái)源：European Journal of Scientific Research ISSN 1450-216X Vol.27 No.3 (2009), pp.358-366EuroJournals Publishing, Inc. 2009358European Journal of Scientific Research ISSN 1450-216X Vol.27 No.3 (2009), pp.358-366 EuroJournals Publishing, Inc. 2009Crisis Management- A Case Study on Mumbai Terrorist AttackManisha ShekharCentre for Strategic Analysis & Research Deptt. of Electronics & CommunicationDr. M. C. Saxena college of Engg. & Technology, UPTU, Lucknow, India E-mail: manisha.shekhar123Tel: +91-0522-4095700;Fax: +91-0522-4095730AbstractThis paper examined the Indian government intervention in crisis management during 2008, terrorist attack on MUMBAI. Empirical findings show that the intervention of increasing external pressure and internal self awareness forced INDIAN Government to change its crisis management strategy. Different administrative level (local, regional, national and international) were co operatively involved in taking action and controlling crisis. A strange pattern has been observed and study has been done to find out the next probability of occurrence of crisis. Also a detailed analysis of crisis management program has been done utilizing the information of various crisis case studies that had occurred in the past.Keywords: Crisis Management, Government Intervention, Media Intervention, Disaster Scenario Networking and Recovery Growth process359Crisis Managemen - a Case Study on Mumbai Terrorist Attack Give early warning of change and the possibility of a future national crisis? Again, the challenge is not only to recognize the crisis but also to bring the complex factors into focus in such a manner that individuals can understand and marshal the forces necessary to address the situation. A crisis has been defined as a “turning point for better or worse,” “decisive moment,” or“crucial time.” A crisis can also be described as”a situation that has reached a critical phase.”A crisis is, therefore, an unstable time or state of affairs in which a decisive change is impending-either one with a distinct possibility of a highly undesirable outcome, or one with a distinct possibility of a highly desirable and extremely positive outcome. Any executive who can predict and plan for a turning point in his or her organization stands a far better chance of capitalizing on that opportunity than someone who allows the crisis to sneak up on him or her unprepared. Contrary to popular belief, a crisis may not be necessarily bad. It is merely characterized by a certain degree of risk and uncertainty (Fink, 1986). Crisis management planning for a crisis, a turning point is the art of removing much of the risk in uncertainty, thereby allowing those concerned to achieve more control over the destiny of an organization, and thus creatively exercising the role of management leadership (Darling, Shelton and Walker, 2002)Management Crisis PlanningNo nation looks forward to facing a situation that causes a significant disruption to their mass especially one that stimulates extensive media coverage. Public scrutiny can result in a negativefinancial, political, legal and government impact. Crisis management planning deals with providing the best response to a crisis. (12Manage, 2007) Preparing contingency plans in advance, as part of a crisis management plan, is the first step toensuring a nation is appropriately prepared for a crisis. Crisis management teams can rehearse a crisis plan by developing a simulated scenario to use as a drill. The plan should clearly stipulate that the only and efficiency is important, and the plan should indicate how quickly each 360function should be crisis team members. The first hours after a crisis breaks are the most crucial, so working with speed people to speak publicly about the crisis are the designated persons, such as the nation spokesperson orperformed. When preparing to offer a statement externally as well as internally, information should be decision. (12Manage, 2007) exacerbate the situation. The contingency plan should contain information and guidance that will help decision makers to consider not only the short-term consequences, but the long-term effects of every accurate. Providing incorrect or manipulated information has a tendency to backfire and will greatly exacerbate the situation. The contingency plan should contain information and guidance that will help decision makers to consider not only the short-term consequences, but the long-term effects of every decision. (12Manage, 2007)Pre-Steps Involved IN Crisis Management1) A crisis management plan has to be developed firstly and updated periodically.2) Create and designate crisis management team and proper training should be provided.3) statements have the legal department review and pre- approve these messages.4) Media person should be trained before hand to hand crisis effectively. Lerbinger (1997), Feran- Bank (2001), devote considerable attention to media relation in a crisis.Dont Dos1) Avoid the phrase no comment.2) Avoid jargon or technical terms.3) Avoid nervous habit that people interrupt or deception.4) Avoid distracting nervous gestures such as pacing.Dos1) Present information clearly.2) Appear pleasant on camera.3613) Media person need to have strong eye contact, limited disfluencesuhmsor uhs.4) Media person should have latest crisis information.5) Be prepared to use internet as one of the channel for reaching public.6) Be prepared to use unique websites or part of your websites to address crisis concern.Disaster Scenario Networking and Networking Research NeedsThe disaster scenario discussion identified networking challenges including: Sensornet: An as hoc network of sensors configured for and attached to the existing infrastructure. High bandwidth connections, e.g. gigabyte satellite to reach rural areas. Heterogeneous environment of sensors, networking capabilities, and administrative structures. Dynamic environment and changing user requirements providing a need for new network management and visualization tools and automatic reconfiguration, management and control. Technology reuse: using surviving resources for purposes other than the primary purpose they were designed for it. Data resources: Satellite sensors and deployed video sensors that produce data at the rate of hundreds of megabytes per second. These data are used in modeling and by command centers. Rapidly changing loads place emphasis on QoS based on media type (sensor data, voice, and video) and user. Real-time modeling: Significant distributed computational and communications resources top support now casting. The disaster scenario discussion identified research needed to meet these challenges.Trust: Security, Privacy and ReliabilityIssues of trust, encompassing security, privacy and reliability, pervade the disaster scenario. Thedisaster response resources must provide differing levels of security, assurance and reliability based on the needs of the end user and their applications such as medical data transmission and patient privacy over heterogeneous, ad hoc networks and devices. Research needs to address:Heterogeneity of parties involved: A major disaster will involve many government agencies(local, state and Federal), companies and individuals. Disaster response 362networks must be nations are involved. This issue can be further complicated if other sovereign responsive to their diverse security and trust policies that may contain incompatibilities and hinder sharing data and other resources.Flexibility: Disaster responses may require temporary flexible modification or violation of security and trust policies. For example- an emergency medical team may need to access patient records for which it ordinarily would not have authorization.Crisis Management- a Case Study on Mumbai Terrorist AttackNetwork to another. Solutions to the time dependent response problem should be evaluated in multiple way including simulation using benchmarks. In addition, training exercises are needed to stress and test different solutions.Crisis ResponsePublic relation plays are critical role in crisis responses by helping to develop the messages that are sent to public various public. Initial crisis response is what Government does and says after the crisis hits.Arpan and Korko-Ewoldren (2005) conducted a study that documented how a quick early response allows an organization to generate greater credibility than a slow response. Crisis management will make it easier for crisis management to respond quickly. Government should be ready to provide stress and trauma counseling to victims of the crisis and their families.Master List of Reputation Repair Strategies1) Attack the accuser:crisis manager confronts the person or group claiming something is wrong with the organization. 2) Denial:crisis manager asserts that there is no crisis.3) Scapegoat:crisis manager blames some person or group outside of the organization for the crisis.4) Excuse:crisis manager minimizes organizational responsibility by denying intent to do harm and/or claiming inability to control the events that triggered 363the crisis.5) Provocation:crisis was a result of response to some one elses actions.6) Defeasibility:lack of information about events leading to crisis situation.7) Accidental:lack of control over events leading to crisis situation.8) Good intentions:organization meant to do well.9) Justification:crisis manager minimizes the perceived damage caused by the crisis.10) Reminder:crisis manager tell stakeholder about the past good works of the organization.11) Intragation:crisis manager praises stakeholders for their actions.12) Compensation:crisis manager offers money or gifts to victims.13) Apology:crisis manager indicates the organization takes full respons ibility for the crisis and asks stakeholders for forgiveness.Case StudyCenter for Strategic Analysis and Research (referred here to as CSAR) has taken up this national task and find out a mathematical model for the analysis and evaluation of crisis management. According to the dates of terror attack plotted against the places of attack on INDIAN MAP- a logical trajectory was observed which had a uniform angle of 26 degrees and the hyperbola was lying on Visakhapatnam when the trajectory was extrapolated on wider scale the probable target with linear terrorist operation were found to be LUCKNOW/ KANPUR and GOA/ PANAJI with the striking dates as the jacket as it hampers mobility. Only in the case of Senior Inspector Vijay Salaskar did the bullet pierce his bullet-proof jacket. The Intelligence Bureau has confirmed that the attacks that took place in Mumbai on 26 Nov, 2008 might were an act of terror and aimed at disrupting peace and causing panic among Mumbaikers. The reason for IB to say that the terror attack is due to fact that operation was synchronized also it was a serial firing and apart from security personal only terrorist had access to AK-47 rifles. Also the purpose of this retrospective study is to examine the Indian Governments role in crisis management during this terror attack.364Crisis Management Success StoriesMumbaiIn 2008, 26 November, 9 terrorists attacked Taj hotel, Oberoi Hotel and Nariman House at Mumbai and killed almost 200 people and about 300 were seriously injured in these three places. It took three days for NSG commandos to overcome these terrorist. In the three days long fight, the commandos were able to kill 8 terrorists and captured one injured. Despite the terror attack, the basic feature of Mumbai as a safe and secure city for everyone, whether he is living in a slum or is the CEO of a corporate giant, has not changed. Parents in the city dont worry about their young professional daughters coming home late at night in public transport. Having said that, there is no guarantee that this - a better law-and-order situation in the city compared with other metros - will protect you from a terror attack.Tylenol (Johnson and Johnson)In the fall of 1982, a murderer added 65 milligrams of cyanide to some Tylenol capsules on store shelves, killing seven people, including three in one family. Johnson & Johnson recalled and destroyed 31 million capsules at a cost of $100 million. The affable CEO, James Burke, appeared in television ads and at news conferences informing consumers of the companys actions. Tamper-resistant packaging was rapidly introduced, and Tylenol sales swiftly bounced back to near pre-crisis levels(Dezenhall, 2004).Johnson & Johnson was again struck by a similar crisis in 1986 when a New York woman died on Feb. 8 after taking cyanide-laced Tylenol capsules. Johnson & Johnson was ready. Responding swiftly and smoothly to the new crisis, it immediately and indefinitely canceled all television commercials for Tylenol, established a toll-free telephone hot-line to answer consumer questions and offered refunds or exchanges to customers who had purchased Tylenol capsules. At weeks end, when another bottle of tainted Tylenol was discovered in a store, it took only a matter of minutes for the manufacturer to issue a nationwide warning that people should not use the medication in its capsule form (Rudolph, 1986).365Manisha ShekharOdwalla FoodsWhen Odwallas apple juice was thought to be the cause of an outbreak of E. coli infection, the company lost a third of its market value. In October 1996, an outbreak of E. coli bacteria in Washington State, California, Colorado and