Core Competencies: Arçelik

The objective of this case is to understand the importance of crisis management. This case is intended to make the reader consider not only financial implications at the time of the event but the effects on the long term strategies of the organization. Also, the case urges participants to think about the consequences not only on the customer but on those within the organization as well.

This systemic approach will engage the whole organization in efforts to avert the elongation of this crisis and at its best make sure to implement proactive and reactive management for the short-run and long-run. Since the company wasn’t properly prepared in advance of this crisis, different

Each stakeholder has a different criterion of responsiveness, because they have a different interest in the organization. Most organizations are similarly influenced by a variety of stakeholder groups. Investors, shareholders, employees, customers and suppliers are considered primary stakeholders, without whom the organization cannot survive. Other important stakeholders are the community, which have become increasing important in recent year.

Core competency two requires that social workers apply ethical principles into practice. This core competency relates to the experiences that I had through my classes and internship. I will be illustrating how I applied specific practice behaviors to artifacts. The first practice behavior associated with this competency is demonstrating leadership in applying ethical reasoning for problem resolution. For me, this involved a release of health information form that I had to provide to another agency regarding a patient. The second practice behavior is systematically questioning statements of values and recognizing the underlying ethics of policies, theories and models. This practice behavior relates to the policy analysis paper on the No Child

* Resources and capabilities serve as a source of competitive advantage for a firm over its rival.

The AMOC is the single, international, multi-domain, federal law enforcement center; a key element in CBP’s counter-network strategy, responsible for assessing and countering terrorism, transnational organized crime and other illegal activities. The Center targets “all threats”, primarily in the non-commercial aviation and maritime domains, with an emphasis on the approaches to the U.S. Border, Mexico, Canada, Bahamas, Puerto Rico, the Virgin Islands and criminal activity internal to the United States. An AMOC core competency is air, maritime and (limited) ground domain awareness, informed by law enforcement information and intelligence. This information is used to formulate and coordinate federal, state, local, tribal or international law

These decisions makers have defined what the organizations mission is and are constantly working towards it. Realizing that crisis management must be more than mere lip-service, leaders develop training programs around various crisis situations and drill often on various scenarios that could envelop any organization. While training leaders stress working “smarter”, managing their training time around obsessive planning for numerous crisis events means being better prepared when an actual disaster

Based on this week’s reading, core capabilities or competencies are defined as the main strength of organization based on their specific knowledge sets, skills, and technical capacities that render organizations competitive advantage in the industry (Bateman and Snell, 2014). When organizations are rooted in well-established core competencies, it would be difficult for competitors to imitate their competitive advantage.

Throughout the response phase, the actions of the emergency management team are completed in a specific order, given the moment of the crisis. In this order of ideas, the first effort is that of managing the pre-impact of the crisis, followed by activities at the level of the immediate impact and completed with activities pegged to sustained management of the crisis. These three sub-phases are described below:

Management is challenging and requires competencies distinctly different from other positions. After a brief six month tenure with my current employer, my manager resigned and a door opened for me in management. I was promoted to Claims Manager and suddenly tasked with additional responsibility and supervision of another employee. There was no job description for this position at the time and competencies had not been formally established. However, our company transitioned to competency based performance model the year following my promotion and required competencies were established. Understanding the required competencies of a Claims Manager, the skills I possessed that aligned with competencies, and the development of other competencies was essential to my success in that role.

Furthermore, we should allocate a budget to form a crisis management teams to manage this complex risk. It is very important for us to creating crisis management teams with high functional and simultaneous outlining a disaster recovery plan from a current template to resolve the crisis. This can assist our management easier in responding to crisis and more efficient dealing with crisis. They also can promptly evaluate to risk happen and improved the decision making in unpredictable

Core competence is one of the important concepts that were introduced for the understanding of product

Every stakeholder have their own process and roles, it can affects or can be affects by organization’s action. All stakeholders have own satisfied and unsatisfied (appendix 2).

What is a crisis management? It is an unexpected crisis that happens on the company that will affect the trust and loyalty of the stakeholder. It can be extremely costly because it will affect the company reputation and brand. For example like financial failure from poor business management, workplace violence, fires, cybercrime, computer viruses, product tampering or union strikes and other external issue like damaged economy that causes from London bombings, terrorists attacks on 11 September and others. The SHRM 2005 report indicates that only 56% organizations created or revised their disaster preparedness plans but 45% did not after the terrorist attacked on

This report outlines the current crisis situation and provides a range of crisis communication strategies and methodologies that are suggested for use immediately.