Crisis management was traditionally viewed negatively, as "managerial firefighting", where companies waited for things to go wrong, then reacted to minimize the damage.
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Q30: Internal auditors should be overseen by the
Q31: Objectives based on corporate vision translate down
Q32: According to Philip Crosby, "conformance to requirements"
Q33: Whenever possible, each contingency plan should specify
Q34: A "shadow plan" is a back-up plan
Q36: Control and strategic planning need to be
Q37: Flexibility and cycle times are two components
Q38: Crisis management involves anticipating and preparing for
Q39: An organizational crisis is a high-probability, low-impact
Q40: External audits have been called process audits.
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