Hogar's Admissions

Those who take the threat of organizational crises seriously know that they cannot talk their way out of things that they have directed themselves into. This proposition holds for organizations as well as the individuals who work for them. In the case of United Airlines, both the times the organization itself had directed towards crises, which could be averted if the compensation of the broken guitar was paid and if the last-minute change in staff travelling on plane would not have introduced.

According to Kanel (2015), crisis is defined as “an obstacle that is, for a time, insurmountable by the use of customary methods of problem solving. A period of disorganization ensues, period of upset, during which many abortive attempts at a solution are made” (p. 2). A crisis is commonly known as a situation in which an individual does not know how to respond to the situation effectively, which leaves the person in a state of an emotional and psychological imbalance. As Kanel states there are four parts of a crisis. The first part is when a precipitating event occurs, then the person has a perception of the event as destructive. The perception then leads to emotional distress and impairs the individual’s

Once a crisis happens in an organization, the nature of the activities undertaken to respond to a major threat to the organization is what is referred to as the crisis management. The management of crisis such as the one in the case study on the copper mine collapse includes identifying the nature of the crisis and coming up with an appropriate plan to deal with it as the organization minimizes the damages and ultimately recovering from the crisis. Here there is a lot of focus that is directed towards the public relations to recover any public image damage suffered during the crisis as you assure the stakeholders of the recovery.

Now that I have completed the Crisis Prevention course, I have learned important aspects to consider when dealing with crisis situations. In general, I’ve learned different strategies in dealing with negative behaviours as well as being aware of my own personal issues and reactions to others. Also, the course has helped me understand my strengths and weaknesses in preventing a crisis.

This is a review of Mitroff’s Why some companies emerge stronger and better from a crisis chapters six through appendix C. The paper will address the concept of ‘controlled paranoid’ and the validity of the concept. How present organizational structures deal with crises will be discussed. The paper will introduce modifications to organizational concepts to improve crisis response. The ability to deal with a crisis as an objective, dispassionate occurrence separate from normal life events will be reviewed. The four fears and four myths of society,

Sweeny, K. (2008). Crisis decision theory: Decisions in the face of negative events. Psychological Bulletin, 134(1), 61-76.

Crandall, W., Parnell, J. A., & Spillan, J. E. (2014). Crisis management in the new strategy landscape (2nd Ed.). Los Angeles: SAGE. Retrieved April 25, 2018.

When an organization is in a crisis, it dominates the organization’s agenda and requires immediate action. The way the organization responds to a crisis can differ in many ways. In this essay I would like to discuss the crisis of the British concern British Petroleum (BP). At first I would like to provide more information about the crisis and its consequences, then I will identify the kind of crisis we have to deal with, I will discuss the several communication strategies BP have used, I will explain the different reactions of the public on the crisis. At last, I will give the oil concern some advice, in case a reoccurrence takes place.

When you think of benchmark cases in crisis management, certain names come to mind immediately. Johnson & Johnson's handling of the Tylenol crisis is a great example of crisis management and has become a benchmark of how to handle a crisis. The Dow Corning silicone breast implant crisis has become a benchmark of how not to handle a crisis. There are a number of valuable lessons learned from this particular crisis. Both crises dealt with public health and safety issues, but both were handled very differently. Because of this, Dow Corning's reputation and image suffered considerably.

By definition a crisis can mean anything that “interrupts the normal flow of business” (Fearn-Banks cited in Hagan, 2007, p. 414). It can arise from external or internal influences, it may pose a threat to the safety and security of employees or customers, and even threaten the reputation of a business. When a crisis befalls, an organisation must react immediately and effectively communicate messages to stakeholders and customers (Coombs, 1999). This idea is explored in David Hawkins article Relationships in a Crisis (2012). Hawkins stresses the importance for an organisation to commit, identify, and

Universally it is assumed that all organizations at some point, whether it be small or large will face a crisis. Followers will take their cues on how to respond to the situation from their leaders. Therefore it is pertinent leaders are well prepared. By communicating openly and frankly with followers, leadership can ensure all subordinates in the organization know and understand their roles in managing the crisis. Crisis management is the methodical way in which members of an organization, in combination with external stakeholders, work to prevent potential disasters and to minimize and solve those that do occur (Brumfeld, 2012). Maintaining a positive outlook is essential for leaders during traumatic events (Nel, Stander, & Latif, 2015). These skills for

In the business world a crisis is an event that has a low chance of occurring but would have a high impact on the organization. This event could be characterized by your general cause, effect and resolution; which is why many organizations have begun to incorporate strategic plans on how to deal with possible events. Failures in this area have led to many business losses, bankruptcies, and even closures in many businesses. Therefore, how these companies handle a crisis is of the upmost importance. (Lussier, Achua 2013)

In this ever evolving scenario of volatility and uncertainty, now more than ever, crisis management will need to begin with the ownership, involvement and strategic direction of the C-suite thus ensuring that the process in itself becomes a part of the DNA of the organization. Further, involvement of the top management helps navigate complicated decisions that seek to balance, responsibility to employees and expatriates in particular versus business profitability and responsibility to the environment and social populace versus market share and image (Howard, 1991). The purpose of strategic crisis management is not to choose one over the other but rather to put in place plans that ensure that balance rather than hard choices prevail.

Wieck, K. E. (1988). Enacted sense making in crisis situations. Journal of Management Studies, 24(4). In http://penta.ufrgs.br/edu/telelab/3/enactmen.htm date of access 2014\02\25.

“An organizational crisis is a low-probability, high-impact event that threatens the viability of the organization and is characterized by ambiguity of cause, effect and means of resolution, as well as a belief that decisions must be made swiftly.” – Boin, A. (Ed.) (2008) “Crisis Management”, Vol 2, Sage