ABSTRACT
The ability to adapt to change is clearly apparent in the way a corporation manages events and situations that are beyond its control. Terrence Deal and Allen Kennedy popularized the term "corporate culture" in 1982 with the publication of their book Corporate Cultures: The Rites and Rituals of Corporate Life. Human groups, in an anthropologist's terms, by their nature have culture—the system of values and beliefs shaped by the experiences of life, historical tradition, social or class position, political events, ethnicity, and religious forces. Over past two decades, most multinational corporations have established formal or semiformal systems of reputation management. It is very important that reputation management not become passive, box-checking exercise. Another part of defensive reputation management is issues management. The issues-mapping process creates robust picture of threats and vulnerabilities faced by organization. Crisis communication defines that area of communication that comes into play when an organization's reputation—as well as its human, physical, financial, and intellectual assets—comes under threat.
