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Essay / Research Paper Abstract
This 6 page paper looks at crisis management and the way that an organization may face an organization either by having a plan for change and planning for a response. The paper presents answers to a set of questions, looking at the difference between prevention orientation and a response orientation, assessing the impact of attitude on preparedness and the way crisis may lead to learning. The bibliography cites 6 sources.
Page Count:
6 pages (~225 words per page)
File: TS65_TEcrisisresp.doc
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Unformatted sample text from the term paper:
point. If a crisis cannot be prevented, when it does occur the crisis will inherently require some type of change. Literature indicates that there are two potential approaches to this
change, an orientation toward change preparation or change response. Pearson and Clair (1998), defying a crisis as a high impact event which will threaten the organisations viability, which is
likely to have a low level of probability. Where a crisis does occur it may have an ambiguous cause, with the potential effect and resolution also being uncertain (Pearson and
Clair, 1998). There is usually the perception that decisions will need to be made quickly in order to resolve or minimise the impact of the crisis (Pearson and Clair, 1998).
Risk management may help to identify potential sources of crisis, with the aim of developing mitigating strategies. However, where events are highly unlikely, and there is no imminent need
for planning, it has been noted that there may be a reluctance to undertake any detailed preparation processes, seeing it as a potential waste of resources (Spillan and Crandall, 2002).
Paraskevas (2006), examining a crisis in a hotel chain where specially imported contaminated ponds resulted in food poisoning for 176 guests. The organisation has a crisis management plan (CMP) in
place. On paper it was noted that the plan good and in simulations the plan have performed well, but when a real crisis occurred the organised plan was not able
to deal with it in an efficient manner. The organisation may have invested in crisis plans, but had not undertaken only crisis management training, and had not developed a culture
that would be able to facilitate change needed in a crisis. Therefore, the focus was on a plan that was to be put into place was designed as a response
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