Fritidsresor Under Pressure

Infrastructure needed for transport was severely damaged. Over 2000 miles of roads were swept away. This made it more difficult to access and support communities affected by the tsunami.

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.

The case of Mt. Everest focuses on two commercial expeditions, Adventure Consultants and Mountain Madness, and the tragic event on May 10, 1996. These two commercial expeditions were lead by Rob Hall and Scott Fischer, and were consisted of 20 members. Both leaders were experienced climbers, but due to several factors, the expedition resulted into five deaths including Hall and Fischer. The event has thought managers to evaluate the importance of leadership together with its internal and external factors that managers should consider to survive in the high risk business world.

The investigation will take time to enfold, so a statement must be issued without full knowledge of event. As seen with past oil crises, the story will receive an extensive amount of news coverage and will be a leading story for an extended period of time. It is important to understand that the explosion will create a number of victims, each who must be addressed separately and in a different manner. Even if the company is found to not be at fault for the explosion, the company’s name will forever be tied to the crisis. The company’s response to the crisis must be fast and effective but also project a sympathetic tone. However, as the Director of Communications, the job also entails protecting and improving the company’s credibility. The different type of vehicles used are face-to-face meetings, video/tele conferencing, e-mail, company website/social media, task force groups, hotlines, and the

In this paper examples of two different types of organisations were presented and their response to a natural disaster illustrates how sometimes Risk Management processes are not enough to save an organisation from unforeseen adversities. The disaster at Fukushima Daiichi is the second worst nuclear accident in history (Qiang, Xi, Xu, Chong 2013). Even though arguably it could have been avoided, it led to a near universal loss of faith in nuclear energy.

Natural disasters are a huge challenge for the planet because of the adverse effects that are associated with them. One of the major earthquakes to have shaken the earth is the Great Sendai Earthquake or Great Tōhoku Earthquake that occurred in 2011. The event started when a powerful earthquake hit the northeastern Japan on March 11, 2011, and resulted in a widespread damage on land. A series of massive tsunamis later devastated many parts of the coastal regions of the country with the worst affected being the Tohoku region. The tsunami further resulted in a major nuclear accident that damaged distant regions on a power station located along the coast. The economic effects of the tsunami qualify it as one of the major natural disasters because it affected Japan’s economic stability as the country ended up resorting to importing as an alternative to cover the loss.

Research indicates that many organizations all over the world will be confronted because of critical events, which are likely to compromise the reputation of the organization (Nudell & Antokol, 2001). Due to this fact, planning on how to overcome its critical event in the face of

The effect of the disaster on the community was massive as it dramatically affected the tourism and fishing, restaurants and beaches, for the people who have livelihood depend on tourism and fishing, it led to many job losses.

The reaction was not quick enough and the wave washed away towns and cities destroying motorway bridges and airports. This made the response process even harder as they had to not only cope with the initial unpredictable earthquake but the tsunami and the effect on the infrastructure which followed. The local government did build sea walls high enough to protect against the effects of the previous tsunami however they didn’t imagine a more powerful wave would ever strike the coast. Even when tectonic activity can be predicted there are still challenges for the community – however not being able to predict them at all clearly is the largest challenge for many. If there had been a tsunami warning system in place in Japan, maybe the death toll would have been reduced.

MEJRI, Mohamed, and Daniel DE WOLF. 2013. "Crisis Management: Lessons Learnt From The BP Deepwater Horizon Spill Oil". Business Management And Strategy 4 (2): 67. doi:10.5296/bms.v4i2.4950.

On November 8, 2010 fire broke out in the aft engine room of Carnival Cruise Line, which was sailing 200 miles south of coast of San Diego. This incident created panic and chaos in the Ship for three days and unfolded a series of miscommunications. Thus, leading to social media sensation putting the Company’s reputation at stake. The accident lead to lot of distress among the passengers, cabin members, its stakeholders, family and friends of passengers and the company itself. However, a close scrutiny of this accident answers many questions which later become the standards to improve the quality of operation and emergency management in Cruise Industry. First, it becomes important to identify the stakeholders in this case and they are -

After the crisis emerged, the company needs to establish a crisis communication team first. The team must consist of directors from various departments and high-level executives, especially CEO and crisis management experts. In this team, it is crucial to have a leader who could mobilize resources, make a decision and be responsible for all decisions. Everyone in the team is responsible for a unique issue.

Given the time and weather, the airline crew would have been under lot of stress and might be very eager to move on to their next task and also we need to consider operational expenses of a foreign airline. There are multiple issues here:

The main issues that Gupta’s focus should be on in regards to short term are the allegations from Center for Science and Environment (CSE) that threatens to tarnish the image of the company’s brand, and the survey result of the its consumers. Crisis is inescapable. When it does occur, for the most part, ones’ wish is for it to go away as fast as possible. While it is an uncomfortable dilemma; nonetheless one ought to have a plan in place to reconcile the issue. In this case study Gupta, president and CEO of Coca Cola India found himself in a crisis that could either conquer his company’s animation or redeem its success as the lead in India. According to Dolewski, the element of surprise should be incorporated into the role of managers due to the variation in the amount of a disaster warning. Bearing in mind Gupta had tactics in place in to dealing with desolations that results from crises, it will at least allow company managers to start from a resilient situation. The gift to identify short-term issues in crisis is an accomplishment but having a solution is an entirely different scenario.

In March of 2011, northeastern Japan was struck by one of the largest earthquakes ever recorded. The magnitude 9 quake (Oskin, 2015) triggered a devastating tsunami, killing thousands, damaging the country’s infrastructure and paralyzing all private, public, and government entities. One of the businesses disrupted by the disaster was Nissan Motor Company LTD, a multinational auto manufacturer producing automobiles under the brand names of Nissan, Infiniti, and Datsun. This paper will discuss how Nissan’s quick-thinking Operations Management (OM) team responded to the crisis with rapid efficiency, helping it to capture a competitive advantage over other Japanese auto makers and succeed in its recovery from this monumental natural disaster.