從三鹿事件看當(dāng)代中國(guó)企業(yè)對(duì)公共危機(jī)的控制

文化產(chǎn)業(yè)管理論文編號(hào):WHCY050 論文字?jǐn)?shù):18167,頁(yè)數(shù):23 附任務(wù)書,開題報(bào)告,外文翻譯,文獻(xiàn)綜述

目 錄
（一）緒論 3
1.1 研究背景 3
1.1.1 事件回放 3
1.1.2 三鹿品牌危機(jī) 4
1.2三鹿事件的影響 4
1.2.1國(guó)內(nèi)影響 4
1.2.2 國(guó)際影響 4
（二）公共危機(jī)理論概述 5
2.1 危機(jī)管理起源與定義 5
2.1.1 危機(jī)管理起源 5
2.1.2 什么是危機(jī)管理 5
2.2 公共危機(jī)相關(guān)理論 5
2.2.1 危機(jī)管理的4R理論 6
（三）公共危機(jī)與中國(guó)食品企業(yè)分析 6
3.1 危機(jī)分析 6
3.1.1 危機(jī)爆發(fā)后的三鹿 6
3.1.2 三鹿事件的危機(jī)分析 7
3.1.3 危機(jī)公關(guān)原則 8
3.1.4 中國(guó)傳統(tǒng)危機(jī)公關(guān)原則策略 8
3.2 食品企業(yè)現(xiàn)狀 9
3.2.1 中國(guó)食品安全監(jiān)管體制存在的問題 9
3.2.2 產(chǎn)品和品牌意識(shí)淡薄 10
3.3 中國(guó)食品企業(yè)管理漏洞 10
3.3.1 缺乏真正的危機(jī)管理意識(shí) 11
3.3.2 無(wú)法正視自身定位 11
3.3.3 忽視媒體的作用 11
（四）建立企業(yè)公共危機(jī)領(lǐng)導(dǎo)人責(zé)任機(jī)制 11
4.1 三鹿事件的啟示 12
4.1.1 企業(yè)領(lǐng)導(dǎo)層道德素質(zhì)的重要性 12
4.1.2 企業(yè)質(zhì)量監(jiān)測(cè)體系的重要性 12
4.2 正確處理企業(yè)與媒體的關(guān)系 12
4.2.1 注意消費(fèi)者信息的反饋 12
4.2.2 建立與媒體溝通的日常通路 12
4.2.3 注意及時(shí)發(fā)布企業(yè)信息 12
4.3 構(gòu)建領(lǐng)導(dǎo)人危機(jī)防御機(jī)制 13
4.3.1 正確制定危機(jī)管理計(jì)劃 13
4.3.2 信息監(jiān)測(cè)預(yù)警系統(tǒng) 13
4.3.3 人員監(jiān)督機(jī)制 13
4.3.4 以企業(yè)領(lǐng)導(dǎo)人為組長(zhǎng)的危機(jī)應(yīng)急小組 14
4.4有效公關(guān)危機(jī)管理 14
4.4.1危機(jī)公關(guān)方略 14
4.4.2 危機(jī)處理原則 14
4.4.3 制定正確危機(jī)管理戰(zhàn)略計(jì)劃 15
(五)結(jié)論 17
致 謝 20
參考文獻(xiàn) 21

 摘要長(zhǎng)期以來(lái)中國(guó)的食品企業(yè)安全問題始終是一個(gè)無(wú)法回避的話題，越來(lái)越多的食品安全問題擺在了中國(guó)消費(fèi)者和中國(guó)食品企業(yè)的面前。兩年前的“三鹿奶粉”事件雖然已經(jīng)漸漸走出人們的視線，但是前段時(shí)間上海和陜西的乳制品再次爆出含有三聚氰胺，使剛剛走出危機(jī)的中國(guó)乳制品企業(yè)再次緊張。中國(guó)的消費(fèi)者不禁發(fā)出疑問：到底什么時(shí)候中國(guó)的食品市場(chǎng)才會(huì)安全？2008年三鹿奶粉事件不僅僅是一個(gè)企業(yè)的消失，更給整個(gè)中國(guó)食品行業(yè)上了一堂意義深刻的課程。公共危機(jī)一般是指企業(yè)與消費(fèi)者、新聞媒體、政府等公眾之間因?yàn)槟撤N非常規(guī)因素引發(fā)的對(duì)于企業(yè)的聲譽(yù)、形象和發(fā)展造成不良影響的非常狀態(tài)，是任何企業(yè)都竭力避免但卻又無(wú)處不在的，有效的危機(jī)管理能讓企業(yè)轉(zhuǎn)危為安，成功渡過難關(guān)，甚至獲得新機(jī)會(huì)。而企業(yè)的領(lǐng)導(dǎo)人在危機(jī)的潛伏期如何辨別運(yùn)營(yíng)過程中的危害環(huán)節(jié)，如何應(yīng)對(duì)危機(jī)中的新興狀況以及在危機(jī)發(fā)生后進(jìn)行評(píng)估都是當(dāng)今的企業(yè)家應(yīng)該重視的問題。本文以三鹿奶粉事件為線索，通過實(shí)證分析，提出企業(yè)要進(jìn)行企業(yè)領(lǐng)導(dǎo)人危機(jī)意識(shí)管理，并對(duì)我國(guó)的食品企業(yè)的領(lǐng)導(dǎo)人管理提出建議。
關(guān)鍵詞：中國(guó)企業(yè)；公共危機(jī)；企業(yè)領(lǐng)導(dǎo)人

LOOKS AT THE CONTEMPORARY CHINA ENTERPRISE FROM SANLU EVENTS TO THE PUBLIC CRISIS'S CONTROL
 ABSTRACT China's food safety has been an inevitable topic for a Long-term, more and more problems on food safety occurred to the consumers and producers. The San Lu event ,which have happended two years ago, have gradually out of the sight of public, but recently the found of some milk products in Shanghai and Shanxi still contain melamine. There comes a question to Chinese consumers: when Chinese food markets will be safe? The San Lu event happened in 2008 is not only an disaster to an enterprise, but an education to the entire Chinese food industry which has a profound meaning of curriculum. The public crisis is generally refer to a extraordinary relationship between enterprises and the public such as consumers, news media and government because of some unconventional factors which bring an undesirable  impact to an enterprise's reputation and development. It occurred everywhere while all enterprises are struggling to avoid it. However, an effective crisis management , can help an enterprise make through the crisis successful, and sometimes even bring a new opportunity. What’s more, it is important for the leaders to have a consciousness when there is a crisis which is in it’s Incubation Period in the process of operation. It’s also a vital part to discern how to deal with the new situation happended during the crisis, and have an eva luation after the crisis. This article is based on the San Lu event and analysised the case empirically, Then put forward a suggestion on the way of management to the leaders of both the enterprise and the government.
Key words: Chinese enterprise；public crisis；enterprise leader