Crisis decision making / Chien-Ta Bruce Ho ... [et al.].

Format:

Book

Author/Creator:

Ho, Chien-Ta Bruce.

Series:

Business Issues, Competition and Entrepreneurship

Language:

English

Subjects (All):

Crisis management.

Crisis management--Decision making.

Physical Description:

1 online resource (250 p.)

Edition:

1st ed.

Place of Publication:

New York : Nova Science Publishers, Inc., 2010.

Language Note:

English

Summary:

Crisis decision making is a relatively new field of management and this book gives essential advice on how to respond when faced with a problem or crisis. The practical examples also allow readers to demonstrate their abilities to identify the relevant issues they face in their workplace.

Contents:

Intro

CRISIS DECISION MAKING

CONTENTS

FOREWORD

PREFACE

ABSTRACT

CRISIS AND DECISION MAKING

DECISIONS AND DECISION MAKERS

1. The Decision-Maker Must Not be Task Saturated

2. The Decision-Maker Must Have as Much Correct Information as Possible

3. The Decision-Maker Must Not be Working in a 'Denied, orAsymmetrical' Zone

THE SUIT MODEL

TASK SATURATION

DECISION AND PROCESS FAILURES

DECISION-MAKERS AS KNOWLEDGEABLE AGENTS

CONCLUSION: CRISES AND DECISION-MAKERS

READ AND THINK 1. WHAT ARE CORPORATION BOTTLENECKS

READ AND THINK 2. SWOT ANALYSIS APPROACH

READ AND THINK 3. BLIND SPOT OF SWOT

READ AND THINK 4. "CRISIS" PLUS "CRISIS" CANBE "OPPORTUNITY"

READ AND THINK 5. CRISES THAT CAN TAKE PLACE EASILY INSMALL AND MEDIUM-SIZED ENTERPRISES

READ AND THINK 6. HOW TO RESPOND TO THE IMPACT OFINTERNAL AND EXTERNAL COMPETITION

READ AND THINK 7. SEARCH FOR THE KEY SUCCESS FACTORSOF AN ENTERPRISE

REFERENCES

FIRST STEP TO SOLVE PROBLEMS OF AN ENTERPRISE

WHAT IS A PROBLEM?

CLASSIFYING PROBLEMS

1. Truth Cannot be Seen in a State of Confusion

2. Frustration of Quality Management

CASE 1: (This Enterprise Missed a Good Opportunity to Become a First-Class WorldCompany, and Since the Opportunity Still Exists We Will Not Mention its Name.)

CASE 2: (An Example Highlighting Delivery Operation Problems.)

INTELLECTUAL CRISIS MANAGEMENT PROCESS STEPS

Step 1 - Identify the Problem

Step 2 - Know the Causes

Step 3 - Understand the Nature of Problem

Step 4 - Evaluate and Choose Appropriate Solutions

Step 5 - Problem Integration

Step 6 - Formulate Strategy

Step 7 - Evaluation and Reintegration of Strategy

Step 8 - Determine the Solution Implementation Procedures

Step 9 - Management during Implementation of Solution.

READ AND THINK 8. HOW TO MANAGE AN ENTERPRISE CRISIS?

READ AND THINK 9. DO NOT LEARN USELESS "DRAGONSLAUGHTERING SKILLS"

READ AND THINK 10. TO ESTABLISH CORE COMPETITIVENESS ISTHE MOST CRUCIAL METHOD

READ AND THINK 11. MACDONALD'S MANAGEMENT BYWALKING AROUND

READ AND THINK 12. IT ONLY TOOK FIVE HOURS FORMACDONALD'S TO APPOINT A NEW CEO

READ AND THINK 13. ZENG GUO-FAN AND JACK WELCH

READ AND THINK 14. THE PHOENIX EFFECT CANREVITALIZE BUSINESS

WAS I WRONG? WHY COULDN'T THE PROBLEMBE SOLVED?

ABSTRACT THINKING HABIT

INFLEXIBLE IMPRESSION DURING CRISIS

DEALING WITH CRISIS PERFUNCTORILY WITHOUT INTENTIONOF CHANGING

BEING AFRAID OF FAILURE

Step 1 - Evaluate What Purpose there is in Doing the Thing

Step 2 - Evaluate Whether You Have the Ability to Accomplish the Action

Step 3 - Evaluate the Positive and Negative Effects of You Action, thenDecide Whether You Should Carry it Out Immediately

EFFECT OF ENTERPRISE STYLE AND VALUES

1. What is the Enterprise Style?

STICKING TO OLD REGULATIONS AND LIMITING THOUGHT PATTERN

FACING REALITY!

OVER-CONFIDENT ATTITUDE

BEING DECEIVED BY PAST SUCCESS

WHAT DO YOU LACK?

READ AND THINK 15. MERGER AND ACQUISITION ARE POSSIBLECRISES OF AN ENTERPRISE

READ AND THINK 16. DOESN'T TAIWAN SALT INDUSTRYCORPORATION SELL SALT?

READ AND THINK 17. MONKEY'S PIGNUT

READ AND THINK 18. THE EFFECTIVE METHODS TO PREVENT ANDMANAGE A COMPANY CRISIS

READ AND THINK 19. DEVELOPMENT OFCORPORATION COMPETITIVENESS

READ AND THINK 20. RIGID SYSTEM CAN LEAD TOENTERPRISE CRISIS

READ AND THINK 21. GOOD COMMUNICATION IS THE KEY STEP TOTURNING THE CORNER FOR ENTERPRISES

IN-DEPTH UNDERSTANDING IS NECESSARY FORPROBLEM SOLVING

EMPHASIS OF PROBLEM DETERMINATION.

1. Specific and Particular - Maintain the Attitude of Getting to the Bottom ofa Problem

2. Six elements: Person, Event, Time, Place, Cause and Method

3. "Quantification" of the Problem is a Very Important Step

4. Be Clear About Where the Problem is?

FACING THE PERCEPTION GAP

1. Seek Differences in Common Points and Seek Common Pointsin Differences

2. Standpoint and Value Judgment

3. Do Not Judge Information Hastily

DO YOU REALLY KNOW THEM?

1. Are You Familiar with the Current Situation?

2. To Grasp the Earliest Information

3. Do Not Rush to Make a Conclusion

REVIEWING THE MANAGEMENT STYLE AGAIN

AN INVARIABLE AND VARIABLE EXECUTION MANAGEMENT SPACE

1. Management Needs Flexible Space

2. What is Flexible Space?

3. Let Review the Observations to this Situation First

4. Do Not Infer Backward

READ AND THINK 22. MANAGE ENTERPRISES IN ACCORDANCE WITHTHEIR CHARACTERISTICS

READ AND THINK 23. DELPHI METHOD AND BRAIN STORMING

READ AND THINK 24. EIGHT THOUGHTS OF ENTERPRISEFUNCTION EVALUATION

READ AND THINK 25. THE FIRST PREMONITORY OF BUSINESSFAILURE: BUSINESS INCOME DECREASES OR STAGNATES

READ AND THINK 26. THE SECOND PREMONITORY OF BUSINESSFAILURE: TO BE INVOLVED IN A SEVERE PRICE WAR

READ AND THINK 27. THE THIRD PREMONITORY OF BUSINESSFAILURE: BEGINNING TO REDUCE COST AFTER SENSING CRISIS

READ AND THINK 28. THE FOURTH PREMONITORY OF BUSINESSFAILURE: DEBT RATIO BECOMES WORSE AND WORSE

PARTICULAR METHODS TO DISCOVER PROBLEMS

WHAT YOU SEE MAY NOT BE THE TRUTH

1. List of the Problem

2. Logic Thinking of Tree and Fish

ANALYSIS IS THE KEY PRECONDITION OF PROBLEM SOLVING

1. Problem Deployment

2. First, Learn How to Conduct Analysis

3. To See From the Heart is Better than Seeing with Your Eyes

THE PROBLEM YOU DISCOVER MAY NOT BE A PROBLEM.

1. The Data is Wrong or Incomplete

2. Balance of Instinct and Reality

3. Same Facts Will Have Different Results Under Different Environments

4. List the Problems.

READ AND THINK 29. THE FIRST MEASURE TO DEAL WITH THEPOOR SELLING CRISIS OF A CORPORATION

READ AND THINK 30. THE SECOND MEASURE TO DEAL WITH THEUNSALABLE CRISIS OF A CORPORATION

READ AND THINK 31. THE THIRD MEASURE TO DEAL WITH THEUNSALABLE CRISIS OF A CORPORATION

READ AND THINK 32. THE FOURTH MEASURE TO DEAL WITH THEUNSALABLE CRISIS OF A CORPORATION

READ AND THINK 33. THE FIFTH MEASURE TO DEAL WITH THEUNSALABLE CRISIS OF A CORPORATION

READ AND THINK 34. 5S TO DEAL WITH CRISIS OF AN ENTERPRISE

READ AND THINK 35. ONLY THE PARANOID HAVECRISIS AWARENESS

OBSERVATION APPROACH BEYOND TIME AND SPACE

TO SEE THE FUTURE

DESCRIBE THE DREAMS OF FUTURE - FUTURE IS THE REALITY THATCAN BE IMAGED

ANTICIPATING FUTURE TRENDS THROUGHENVIRONMENTAL ANALYSIS

1. Discover the Future by Looking to the Past

2. Assigning Probabilities to an Event Occurring Will Help Success

LOGICAL THINKING OF THEORIES &amp

PRINCIPLES

1. It is not Hard to Succeed

2. Discover KFS - The Shortcut to Success

Step 1 - Identify the Important Elements of the Business Process

Step 2 - Think in Terms of Product Life Cycle

Step 3 - Analyze the Ompact of Cost on the Business

Step 4 - Identify Factors Influencing Customer Purchases

Step 5 - Analyze Market Characteristics to Identify the Reasons for Purchase

3. A Successful Case Relating To KFS

HAVE YOU GIVEN HIM WHAT HE WANTS?

DO MORE THINKING OF WHAT THE MOST EFFICIENT METHOD IS

1. Verifying the "Standards"

READ AND THINK 36. ONLY IDIOT WON'T USE THE GOOD IDEAOF COMPETITORS

READ AND THINK 37. "MAKING BIG THINGS SMALL" WHENFACING CRISIS.

READ AND THINK 38. THE FIRST METHOD TO PREVENT AFINANCIAL CRISIS

READ AND THINK 39. THE SECOND METHOD TO PREVENTFINANCIAL CRISIS

Current Ratio

Quick Ratio

Assets to Liabilities Ratio

Equity Ratio

READ AND THINK 40. THE THIRD METHOD TO PREVENTFINANCIAL CRISIS

READ AND THINK 41. THE FOURTH METHOD TO PREVENTFINANCIAL CRISIS FOR AN ENTERPRISE

READ AND THINK 42. THE FIFTH METHOD TO PREVENTFINANCIAL CRISIS

MODERN CREDIT HOUR FOR MODERNCORPORATIONS TO LEARN

(1) ABC Analysis (Column and Row Analysis)

ABC Curve Drawing Method

(2) Correlation Analysis

(3) Variance Analysis

(4) Cost and Price Analysis

(5) Brain Storming

A. Never Make a Subjective Judgment

B. Encourage Free Thinking

C. Ideas: the More, the Better

D. Integrality: One Plus One is Bigger than Two

MANAGEMENT BRAIN STORMING

1) Writes your Ideas Down

2) Revealing the Ideas on Paper in Turn

3) Asking the Speaker to Describe the Idea

4) All Participants Should Discuss How to Realize the Ideas

READ AND THINK 43. THE SIXTH METHOD TO PREVENTFINANCIAL CRISIS

READ AND THINK 44. CREATIVE SENSOR CO. LTD. REJUVENATEDFROM ADVERSITY

READ AND THINK 45. THE MOST DELICIOUS FRESH MILKIN TAIWAN

READ AND THINK 46. THE SEVENTH METHOD TO PREVENTFINANCIAL CRISIS

READ AND THINK 47. THE EIGHTH METHOD TO PREVENTFINANCIAL CRISIS FOR AN ENTERPRISE

READ AND THINK 48. THE NINTH METHOD TO PREVENT FINANCIALCRISIS FOR AN ENTERPRISE

SURGERY EQUIPMENT FOR AN OPERATION

DIFFERENT SYMPTOMS NEED DIFFERENT TREATMENTS

1. Difference between People and Science

2. Don't Have an Operation if Medicine is Available

EVERY EXPERIMENTAL STEP IS INDISPENSABLE

CRITERION FOR PROBLEM-SOLVING

1. Strategic Criterion

1.1. To Obtain Success by Cost Advantage or Differentiation

1.2. Dispersed Target or Concentrated Target.

1.3. To Adopt Strategy of the Strong or that of the Weak.

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

ISBN:

1-61324-322-7

OCLC:

923661099