Marine Security Guard Resilience

But many leaders who are otherwise given credit for vision, strategic focus, and discipline preside over undisciplined crisis responses, often at great risk to their career and their company’s future.”

Crisis management is an integral part of any company’s strategic planning not only to prepare but also to mitigate the effects of a crisis on business continuity. In this discussion, I will design a crisis communication plan for Etihad Airways, which is the company that I work for, eight years now. It is the national airline of the United Arab Emirates, and it is based in Abu Dhabi; it is just 12 years old, and it only operates international routes. Etihad is a government-owned company; however, organizational wise, it is a semi-governmental entity (Etihad Airways, 2015).

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.

We have come to a time where it is imperative to reset our courses associated with the safety of the employees, the safety of the brand and the longevity of the company alongside their competitive edge. As senior manager, consideration should not be limited to solely short-run solutions. It is primary for the company’s decision makers of all tiers manage the negative and positive potential of any crisis as time can carry the possibilities of unknown limits. Accommodations must be made for the entire community (Senior Management, Ergonomists, Labor Leaders, Politicians of the city, Service Staff, Human Resources and Line Management) under the company’s payroll that has been affected by this natural disaster using our revised Crisis Management Portfolio.

The various local, state, and federal emergency management systems of the United States suffered a crude awakening in the decade of the 2000s. Systems expected to hold up were put to the test and failed to prepare for disaster, mitigate the damage, and, in some instances, actually hampered responses in life-or-death situations. Worse, all failings were highlighted in an age of global communication and mass media, on display first whether a man-made incident like September 11th attacks or natural disaster like Hurricane Katrina. The decade found the complacent government failing to maintain modern emergency management practices, stimulating began a series of doctrinal upgrades and training improvements. Yet, no matter the bureaucracy, writings, or money thrown at a problem, the first responder to the incident has and will continue to influence the outcome. While the individual responder stands as the most important part of

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.

Many people have experienced the worst time of their life once. Some of them could say how football practice was bad, or how college calculus destroyed whatever brain cells they had left. Well there is a small number of people who experienced an event that no one else could ever experience. This event is something occurs only if you’re willing to sign up for the military. The day you fly out or ride to boot camp it’s a tradition and procedure that happens with every military all over the world. This tradition that makes people fear the military and the dreaded drill sergeants. No one will ever know the experience of shark attack like I have experienced it.

Encourage and help organizations assemble crisis management plans before having the need to use them is a number one goal for the director to keep in mind. In the case of a casualty involving a train wreck causing the leakage of pollutant in the city, as the head of the hospital, the first

An emergency manager takes on an extremely wide variety of roles and responsibilities, which are needed to be fulfilled in order to achieve an outcome of a secure and resilient Nation. Resilience, by definition according to the Presidential Policy Directive (PPD-8), refers to “the ability to adapt to changing conditions and withstand and rapidly recover from disruption due to emergencies”. Resilience is built upon preparedness and the actions taken to plan, organize, equip, train, and exercise to perform all elements of emergency management. PPD-8 also states that preparedness requires the entire nations commitment. Resilience is a result of preparedness by the community as a whole. In order for an emergency manager to effectively perform

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.

According to Waugh (2007), the biggest lesson learned was “the nation’s emergency management system is broken, and that officials need to rebuild local, state, and regional capacities to reduce hazards and respond to disasters” (4). After September 11, 2001, American emergency managers were

During a crisis, one of the roles of a leader is to create and sustain the organization 's credibility and trust among crisis stakeholders for example like management, employees, customers, suppliers, partners, communities, investors, media, and government. Depending on the crisis situation, a leader 's goal is to assist the organization in returning to productivity. Overall, it is important to protect and sustain the organization 's reputation, brand and value in the marketplace As a HR department, they have a ways to prevent and overcome the impact of crisis management. So one of the HR strategic roles is to focus on leadership qualities such as strategic thinking, communication, empowerment, trust and integrity, considering a succession planning for crisis management and others. For example like human resource functions that will be applied to the crisis management planning. According to the SHRM 2005 (Strategic human resource management) disaster survey report, 65% of HR professionals believe that their organizations are well or very well prepared to face the crisis or disaster. On the perceptions of employees, only 50% of them think that their organizations are well or very well prepared. 85% of HR professionals indicate their organizations have some form of a formal disaster preparedness plan, and 15% do not. Organization must create a plan to make sure

The objective of this study was to develop a strategic contingency planning model to be used to fully incorporate emergency management and business continuity into organization structures. (For the purpose of this study, Emergency Management and Business Continuity were collectively referred to as “contingency planning.”) Presently, contingency planning is mainly done on an operational or tactical level. Current thinking suggests that contingency planning should be an active part of organizations’ overall strategic planning processes as well. Organizations will ultimately be better prepared for future disasters and crises.

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.

Delay in confronting crises is deadly. Corporate leaders must have processes for learning of important safety issues. Then they must seize control immediately and lead a systematic response. Crisis management is the ultimate stress test for the CEO and other top leaders of companies. The mantra for all leaders in crisis management must be: “It is our problem the moment we hear about it. We will be judged from that instant forward for everything we do—and don’t do.”