Susan G. Komen Foundation mission is to impact in the battle against breast cancer. With sponsored events Komen Race for the Cure, Susan G. Komen Foundation has invested almost $2 billion to fulfill a Nancy G. Brinker promise to her sister Susan G. Komen. The purpose of Susan G. Komen Foundation is to work towards terminate breast cancer in the United States and globally through innovative research, community health outreach, advocates and programs exceeding fifty countries.
The event that generated the negative publicity towards the Susan G. Komen Foundation according to NBC News, the foundation had announced that it would be taking funds from its Planned Parenthood organization and would not be providing grants used for mammogram screenings for early discovery of cancer to Planned Parenthood which led towards hostile response from Komen supporters and abortion rights advocacy groups, until the founder and CEO, Nancy Brinker extracted the proposal. The situation brought about more negative abridgment once it was exposed that founder and CEO “received a 64 percent raise and now makes $684,000 a year, according to the charity’s latest available tax filing. Komen says the raise came in November 2010, prior to last year’s controversy.” (Myers & Reynolds, 2013) The Founder and CEO of the Komen foundation shut her communication with the public and supporters without providing any form of explanation. The deliberate action the caused many supporters to ask for refunds and withdraw from participating any of the walk or run for cancer. Others felt that the increase in salary could have been used elsewhere in the organization instead of lining Ms. Brinker’s pockets. However the watchdog.com stated that it is not unusual for CEO and founde...
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...fying the message and values established its traditional communications (advertising resources, annual reports, website, etc.) in addition all inquests initiated from the media is an opportunity to reinforce the foundations values in a crisis (scandal). Remain attentive towards the demands on staff and discover methods of recognizing and reward them to acquire further support to cover the complete scope of the business communications opportunities.
Works Cited
Komen.org. (2013). About Us: Fulfilling the Promise. Retrieved from Susan G. Komen: http://ww5.komen.org/AboutUs/AboutUs.html
Myers, L., & Reynolds, T. (2013, June 10). Susan Komen CEO's salary draws fire as donations drop, races are canceled. Retrieved from NBCNews.com: http://investigations.nbcnews.com/_news/2013/06/10/18869742-susan-komen-ceos-salary-draws-fire-as-donations-drop-races-are-canceled?lite
Susan G Komen for the Cure is a very well know charity that raises funds for breast cancer. They host walks, sell merchandise, educate, and sponsor events. Every year they raise millions of dollars for research and to support those who have breast cancer. The charity originated in 1982 when Nancy G Brinker started it in honor of her sister Susan. Susan Passed away from breast cancer in 1980 and the charity was a part of Nancy’s promise to Susan that she would put a stop to breast cancer. For a long time Susan G Komen for the Cure has been considered one of the best cancer related charities there is, but lately it has come under fire.
They also have the purpose of making families less stressed during the period of time when they have a member of their family who has cancer. The overall purpose of the company is to Research cures and help towards cancer.
John Dallas Costa, Ethical Imperative wrote: "Not long ago the concerns of ecologists were as irrelevant to business planners as those of ethicists are today. “Green” has gone from being a disparagement to becoming a badge that no smart company would risk being without. Ethics are similarly en route to becoming a strategic imperative."
Mr. Rapfogel was charged with conspiring to inflate insurance payments and keeping one million dollars for himself, most of which was stashed in his Manhattan apartment that he shared with his wife. Some of the money was funneled to politician’s campaigns, who then kept his nonprofit flush with government funding. The twenty year scheme is alleged to have skimmed five million dollars from the venerable charity. (Hawkins, 2013). The case was brought to light by someone known as a whistle-blower. A whistle-blower is a person who reports illegal activity of their employers or of their organization to authorities (Colorado State University-Global Campus, 2014). Cases such as this raise questions about nonprofit organizations and their ability manage finances and the oversight that may or may not be present.
The title of the article that I chose to critique is, Epic wipeout! GoPro CEO loses $3B. It was written by USA Today market reporter Matt Krantz. The article begins by mentioning that there has been a severe decline in GoPro’s stock prices over the course of the past 2 years. He then begins to discuss founder and CEO Nicholas Woodman and how he was affected by the decline it stocks prices since he is the largest single holder of the stock. If he were to sell his stocks today as opposed to selling them two years ago he would have lost over $600 million. He then mentions that Woodman’s shares were once valued at over $3.4 billion so he would have lost roughly $3 billion now from the point he was at just a few years ago. The decline in stock prices is a result of the company struggling to turn a profit. Finally the author concludes that we do not need to feel bad for him because he still has millions of dollars he is just not a billionaire any longer.
The actions of Ms. Ephonia Green created a financial setback for the Association of American Medical Colleges but it was determined Ms. Green did not embezzle money that were obtain through federal funding or any other grants. Ms. Green’s actions were of a substantial magnitude, AAMC expects to make a full recovery from this incident. As part of her plea agreement, Ms. Green has been ordered to forfeit any and all property, to include her home, the sale of her business, the condo, her vehicle, and her 401k. Sentencing is scheduled for February 28, 2014 where Ms. Green faces up to 20 years in prison however under sentencing guideline to the plea; it could be reduced to 4 years.
Bovée, C. L., & Thill, J. V. (2012). Business Communication Today. Upper Saddle River, New Jersey: Pearson Education.
Answer 2: The stakeholders of Komen/Planned parenthood confrontation included the recipient of grants, donors, affiliates, the corporate sponsors, and the general public. The Pro-choice supporters reiterated by boycotting Dayton-Hudson stores but the organization decided to pursue with its funding the Planned Parenthood program. These boycotts affected other nonprofit organizations as well. The Komen foundation stopped its funding from organizations that came under the federal
Despite the abundance of strategies available, researchers have found that William Benoit’s theory of image restoration—later titled image repair—offers a more useful framework for the understanding of corporate crisis situations (Benoit, 1997). Considered the dominant paradigm for image repair discourse, the theory of image restoration is grounded under the premises that communication is a “goal-directed activity.” The first goal aims to maintain one’s favorable image, while the second goal aims to restore or protect one’s reputation (Benoit, 1995, p. 63-71). To ensure these goals where met, Benoit designed a typology that provided crisis communication practitioners with five general defense strategies to employ (separately or collectively) during a crisis to mitigate and or repair damages created by a crisis. Those strategies are: (1) denial, (2) evading responsibility, (3) reducing offensiveness, (4) corrective action, and (5) mortification.
The chosen scenario is the first one provided, regarding the accusations that a needle was found in a signature sandwich of a local fast food chain. This case is interesting since the organization is dealing with a rumor, however, before the issue escalates into what could become a potential crisis, the organization should communicate with stakeholders appropriately. Overall, the restaurant should use the strategies provided by the Situational Crisis Communication Theory (SCCT). First, the fast-food chain should explain that the information is a rumor, thus it will “seek to remove any connection between the crisis and the organization.” (Coombs, 2012, p.156) Then, use bolstering strategies to “build a positive
“Crisis management requires more than an apologetic press release or a CEO's disingenuous appearance on CNN” (Bhasin, 2011, paragraph 2.) Companies are now required to be ready to respond to the crisis because news can travel and become viral quickly (Bhasin, 2011.)
For the reason that it is a daunting task and becomes even more daunting in preserving a functional relationship. If problems arise, an experienced spokesperson from the senior management, should deal with the media to communicate complete and appropriate information. Remembering God’s mercy toward us, we can approach others in a spirit of love rather than condemnation (Sande, 2004). This is about credibility and reliability of content which an organization can deliver to its public (Ehsan, 2009).
In conclusion, this case described a company that started out very strong, but as soon as they seen a decline in stock prices they fell apart. When the stock prices fell the CEO, Kozlowski started making poor choices, such as falsifying financial information and stealing from the business. From my observation, companies that give out large bonuses for reached goals find themselves fighting with executives that put their morals aside for
In order to save a brand during a time of crisis, a company, organization or government must have proper crisis communication. Every brand should be prepared for a crisis and have a plan intact for when it transpires. As mentioned in the
Developing an organization to its standard status where from production to consumption everything flows in a well orderly standard manner requires deliberate audit of internal communication especially in the times of crisis. Crisis communication, is in other words is a test of capability of organisation in the most demanding times of crisis. At this position, organization either can stand on top due to its strong interlinked internal communication with stakeholders or in opposite will be considered as an inept and fragile in the most demanding times of organizational experience. Crisis most often conveys a fundamental threat to the very stability of the system, a questioning of core assumptions and beliefs, and risk to high priority goals,