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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.

From the analysis, the crisis arose from a series of biased or irrational individual and organizational behaviors. To avoid the catastrophic effect, each individual and organization must change their behaviors.

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

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.

“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

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

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)

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

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.

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.

In a sliver of the start of the play, Lady Macbeth is presented as ruthless, manipulative and ambitious, almost completely able to get what she wants, although Macbeth had thoughts about killing the king, the witches and Lady Macbeth really pushed him over the edge and compelled him to go through with the murder of Duncan. Lady Macbeth is further shown to be ambitious by the fact she wished to be a man so she could go through with the murder herself, and that she dehumanises her husband for being a coward, she is undoubtably a very strong character as she is obviously portrayed as.

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

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.

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.

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.