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Clinical aspects of crisis management
Implementing crisis management plan
Implementing crisis management plan
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Recommended: Clinical aspects of crisis management
Personal Experience with Organizational Crises
In this paper, I present two riveting case scenarios containing the unadulterated recollection of my direct personal experiences in crisis management. Both cases provide authoritative details of life threatening events and the quick response by key individuals with direct corporate responsibility for managing the pre-crisis, in-crisis and post-crisis events. Crisis management is a highly complex field. Therefore, a plausible approach to managing crises would require simplifying the functional relationship of key variables. The main advantage to derive from a better understanding of the correlation among key variables would be increased individual and institutional knowledge. I also discovered from my experiences that human agents play a pivotal role in any crisis and consequent crisis management efforts. As a result of my direct experiences, my definition of crisis management spans multiple disciplines and exhibits a high degree of congruence and harmonization across key fields of study such as medicine, accountancy, project management, and emergency and disaster management.
Contribution to Crisis Management Literature
The basic principle in responsibility accounting is that you should not hold a manager responsible for events outside his or her direct sphere of control (Choudhury, 1986). In the accountancy field, the word ‘extraordinary’ was used to report any event that caused significant shifts in the reported accounts. Current accounting standards have made it extremely difficult for managers to define un-welcomed business events or adverse environmental factors as ‘extraordinary’. This article highlights the importance of placing greater responsibility on managers to develop...
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...Journal of Marketing, 73(6), 214–226.
Lei, J., Dawar, N., & Gürhan-Canli, Z. ( 2012). Base rate information in consumer attributions of product-harm crisis. Journal of Marketing Research, 49(3), 336–348.
Online Etymology Dictionary (n.d.). Retrieved March 19, 2014, from http://www.etymonline.com/index.php?term=crisis
Project Management Institute. (2012). A guide to the project management body of knowledge (PMBOK guide). Newtown Square, Pa: Project Management Institute.
Quillinan, T. B., Brazier, F., Aldewereld, H., Dignum, F., Dignum, V., Penserini, L., & Wijngaards, N. (2009, May). Developing agent-based organizational models for crisis management. In Proc. of the 8th Int. Joint Conf. on Autonomous Agents and Multi-Agent Systems (AAMAS 2009) (pp. 45-51).
World Health Organization (n.d.) Retrieved March 18, 2014, from http://www.who.int/hac/about/definitions/en/
Management accounting in organisation is very important for decision-making and to make the business more efficient and therefore increasing its profits. Is the process of preparing accounts that can help managers to make day-to-day and short-term decisions, by providing them with accurate and timely key financial and statistical information...
Crisis is an event that is unplanned, unwanted, and dangerous and leads to hard decision making. There are many different types of crisis such as economic crisis, mental health crisis, situational crisis, social crisis, adventitious crisis and many more. Every type of crisis affects people more than we think and know. There is always someone who loses and who gains during a crisis. People who lose are usually the ones who are affected the most such as losing a job, losing a family member or someone close to them, losing their homes and sometimes even their own lives. The people who gain are usually the rich people who prey on the poor and usually gain from making money and the poor’s lives miserable.
In the midst of a crisis, many people rely on their human instincts to quickly respond to the situation. Society idolizes these types of hero’s, and, often times, awards them medals for their courageous deeds. George Clemenceau, a French statesman from World War 1, said “A man who waits to believe in action before acting is anything you like, but he is not a man of action… You must act as you breathe.” While Clemenceau applauds immediate action, he fails to recognize that many situations simply become worse because of immediate decisions. When crisis’s strike, one should not act quickly and instinctively, but should evaluate the situation and asses the right course of action.
My research focuses on the complexity of mental models associated with leaders in a crisis situation. In order to grasp the thought process during a catastrophic event, it is essential to analyze a conceptual model as it applies to a leader’s cognitive abilities, which is composed of two facets noted as the descriptive and prescriptive mental models, (Combe & Carrington, 2015). The descriptive metal model focuses on the interpretation of external changes that occur in a crisis, (Combe & Carrington, 2015). The prescriptive model concentrates on cause and effect and future actions that provide clarity in the midst of ongoing changes, (Combe & Carrington, 2015). According to the authors, Combe & Carrington, (2015) longitudinal research perspective
Crisis is defined as a major, unpredictable event that has potentially negative results. The event and its aftermath may significantly damage an organization and its employees, products, services, financial condition and reputation. There are many types of crises, for example, economic crises, physical crises, personnel crises, criminal crises, information crises, reputation crises and natural crises. This incident has been grouped into physical crises, natural crises and economic crises. In order to prevent crises from adversely affecting the firm, organizations need effective plans and procedures in place to prevent crises if possible or to mitigate their effects when they do occur.
A review of the literature suggest that managers should be effectively prepared to deal with crises as they arise and even to the point where they develop a suitable communications strategy to deal with
Ulmer, RR, Sellnow, TL & Seeger, MW 2007, Effective crisis communication, Thousand Oakes: Sage Publications.
Emergency planners should use their community HVAs to identify the types of natural hazards (e.g., floods, tornadoes, hurricanes, earthquakes), technological accidents (e.g., toxic chemical releases, nuclear power plant accidents), and deliberate incidents (e.g., sabotage or terrorist attack involving hazardous materials) to which their communities are vulnerable. Following identification of these hazards, emergency planners should consider the extent to which different hazard agents make similar demands on the emergency response organization. When two hazard agents have similar characteristics, they are likely to require the same emergency response functions. Commonality of emergency response functions provides multiple use opportunities for personnel, procedures, facilities, and equipment—which, in turn, simplifies the EOP by reducing the number of functional annexes. In addition, it simplifies training and enhances the reliability of organizational performance during emergencies. Only when hazard agents have very different characteristics, and thus require distinctly different responses, will hazard-specific appendixes will be
Project Management Institute . (2008). A Guide to the Project Management body Of Knowledge. Newton Square, PA: Project Management Institute, Inc.
PMBOK, (2013). A guide to the project management body of knowledge : (PMBOK guide). 5th ed. Newtown Square, PA: Project Management Institute, Inc..
The ability of such organization to successfully craft strategies to manage such crisis is what differentiate an organization that is able to manage instability state of affairs from another organization that allows such horrible state to dampen its strategic objectives (SakaRahmonOlawale, 2014) it has been observed that organizations lack the relevant human resource at one hand and on the other hand the required indicators or organizational skills to maintain the organizational power. A critical situation like crisis management can be resolved from an open system perspective of organization. The researcher attempted to investigate the open options available to address the question of crisis management at large. Crisis to any organization occurs when the competent authority wilfully knowing the paucity of decisions take into effect and place stakeholders on the verge of risk. As, Lebringer, specified three key misdeeds: Crisis of Skewed management within the organization, deception crisis, crisis of management and misconduct. When, managers wilfully favours short-term economic gain and usually neglect the broader social values, stakeholders other than on the importance of stock holders, Oni Led Cadbury Boardroom crisis are a clear instance of how these indicators can damage the flow of organizational development. Partially, it is more important for the managers to understand the crisis signals as they mark the liquidity of new happenings which handicap the total progress at large. Signal detection, Preparation and prevention, Containment and damage control, Business recovery along with learning are some of the key attributes which usually lacks where crisis has already obliterated the genuine
The communication process is not something that begins when a crisis rears its ugly head rather it is a process that takes place in preparing for a crisis before it happens. While the term crisis represents a blanket term used to describe many situations, each situation is unique, thus presenting different obstacles to overcome. However, with a well-established advanced plan in place an organization places itself in a position to overcome and work around obstacles. The development of a comprehensive crisis management plan is one achieved through effective communication where each member of the crisis management team has an advanced shared understanding of his or her role and responsibility during a time of crisis (du Pr'e, 2005).
In the text, Damage Control, The Essential Lessons of Crisis Management, 2011, written by Eric Dezenhall and John Weber, listed are four categories that contribute to crisis situations: PR people, leaders, lawyers, and technical experts. According to Dezenhall, Lay fits into the category as a leader. Leader’s characteristics value judgment over information, impatient, and experienced failure. Leaders also have characteristics of bubble-titis. In the leader’s “bubble”, they have the confidence to not ...
The importance of responsibility accounting is that it’s essential to very large organizations, but extremely advantageous as well for small to medium sized (SMB) businesses in general, because this method of accounting allows a business to explain whose, what, when, where and why, and justify if necessary, money is invested and spent concerning a company’s finances. There is also the aspect of better management through collection of pertinent data and reporting of this data from each individual department within larger organizations. There are many examples of companies that today use responsibility accounting principles.
Emergency management is often described in terms of “phases,” using terms such as mitigate, prepare, respond and recover. The main purpose of this assignment is to examine the origins, underlying concepts, variations, limitations, and implications of the “phases of emergency management.” In this paper we will look at definitions and descriptions of each phase or component of emergency management, the importance of understanding interrelationships and responsibilities for each phase, some newer language and associated concepts (e.g., disaster resistance, sustainability, resilience, business continuity, risk management), and the diversity of research perspectives.