Crisis communications at Georgia Power

Article Abstract:

Georgia Power Co's nine-person employee communication department implemented a comprehensive communication program to help overcome low morale and negative median coverage resulting from reduced profits, the retirement of the utility's long-time CEO, and a suspicious plane crash that killed a former employee. The goals of the program included increasing to 51% employee awareness of the company's corporate goals, increasing to 70% employee awareness that Georgia Power's management made decision based on potential profits, and involving employees in company marketing activities. The primary elements of the program included redesigning company publications to lower costs, unifying the publications' themes to reflect the company's visual plan, and introducing the changes simultaneously with the introduction of the new vision of the company's incoming CEO.

Crisis management, Georgia Power Co.

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HR issues drive production offshore

Article Abstract:

The General Electric Co lost its major share of the market for electric steam irons to off-shore manufacturers through lack of concern for its customers, an inability or unwillingness to empower its employees, and a lack of computer-literate managers capable of motivating their subordinates. Specifically, the problems of GE managers included a tendency to place too much emphasis on short-term results; the placement of too much emphasis on marketing and sales and not enough attention to manufacturing; and a failure to create cohesion between employees and management.

Electric housewares and fans, Design and construction, General Electric Co., GE, Irons (Pressing), Irons (Textile pressing)

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