Reexamining Crisis Management Philosophy

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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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