essay about crisis management

118 Crisis Management Essay Topic Ideas & Examples

🏆 best crisis management topic ideas & essay examples, 💡 interesting topics to write about crisis management, 📝 good research topics about crisis management, 👍 simple & easy crisis management essay titles, ❓ crisis management questions.

Crisis Management: Nissan Company and the 2011 Earthquake Expand on the points made in the case to identify the potential costs and benefits of these actions. The sharing of information was quite beneficial to Nissan in its response to the disaster.
Effective Communication as a Crisis Management Strategy The company was in a dilemma of which strategy to adopt to ensure that the crisis was properly dealt with without affecting the reputation and the sale of its product, which was earning the company […] We will write a custom essay specifically for you by our professional experts 808 writers online Learn More
Crisis Management: British Petroleum Company It was claimed to be one of the greatest disasters that led to human deaths and oil spills that affected the ecosystem adversely. In addition to that, the management team was affected because it had […]
AirAsia: Crisis Management Case Study The crash was the first to be recorded in the eighteen years of operation of AirAsia. It was described as the third worst plane crash in the year 2014.
Critical Analysis of Crisis Management Theory and Frameworks If the event of September 11, 2001 is recalled then one would realize that the events of September 11, 2001 were an overwhelming reminder of the need to be prepared for crises.
Public Relations and Crisis Management Link The significance of developing a CMP lies in the fact that it aids in the process of collecting the necessary information to deal with the crisis.
How McDonalds Handles Their Crisis Management Program Globally? Crisis management, therefore, becomes a crucial factor of checking and controlling the performance of the organization by acting in a proactive and active way to prevent an event which has a potential likelihood of leading […]
Toyota Recall – Global Crisis Management Devlin asserts that it is the premise of an organization’s management and the Public Relation offices to ensure that in the event of a crisis, the organization recovers gracefully and in a timely manner.
Crisis Management & Communication During COVID-19 Topic of the Paper: The actual effectiveness and success of the various crisis communication and management methods used by the governments of different countries. 3, 2021, pp.1-7.
Fraud at Bank of Baroda: Risk and Crisis Management The negative publicity that BoB received as a result of its recklessness has clearly affected the investment risks to a considerable degree, yet the current strategy used by the company to manage the situation does […]
The Carnival Triumph Cruise Ship’s Crisis Management This paper is a critical analysis of the crisis communication surrounding the marooning of the Carnival Triumph Cruise ship. The contribution of the Carnival’s PR in addressing the Triumph crisis is subject to analysis to […]
Tesco Plc’s Crisis & Communication Management The company, Tesco Plc, must prioritise its activities, decision, and other factors to resolve the effects of the current economic depression on the company with the resolve to avoid such pitfalls.
Crisis Management at Organizational Level They have also put in place measures to be taken and how the public is expected to respond in case of a tsunami emergency.
Crisis Management: Overdose of Premature Babies in Indianapolis, Indiana The hospital was quick to respond to the issue and it gave details of the error that had led to the death of the premature babies.
Crisis Management: Fire and Rescue Services The model postulates that for a crisis to be effectively managed there is need to define the crisis that has occurred and the factors that have contributed to the occurrence of the crisis.
The 2012 Tel Aviv Bus Bombing and Crisis Management Musa was the manufacturer and detonator of the bomb, which he used Mafarji to deliver inside the Tel Aviv-based commuter bus.
Understanding Crisis Management and Resilience The book is especially interesting for understanding the global financial crisis, the climate crisis, the poverty crisis, and the financial crisis of 2008. In this book, the author discusses the origin, dynamics, and uses of […]
Pennsylvania’s Crisis Management and Response For instance, the development of relationships between service agencies, national and local crisis responding organizations, state and local affiliates, and even governments is required for efficient planning that allows to minimize the consequences of a […]
Poor Communication in the National Emergency Crisis and Disaster Management Authority The UAE National Emergency Crisis and Disaster Management Authority is a quite essential and recently introduced government department that addresses various natural and man-made accidents and issues and maintains the safety of the community.
Quality Management in a Crisis in Qatar The development of the new economy, occurring in the context of strategic change, may be accompanied by the emergence of unstable or crises. As for the solution to the current crisis, the government needs to […]
Managing an Organization During a Crisis To alter the negative consequences of the crisis and enhance our situation, we need to create a video message in which our company will express our concerns and regrets about the tragic death of a […]
Being a Public Manager in Times of Crisis Stakeholder Engagement and Storytelling might be implemented to acquire the public’s confidence, and public managers need to understand how their citizens will view their ideas and activities.
COVID-19 Crisis Management in China vs. the US The current paper is going to provide a detailed analysis of crisis management approaches taken by China and the United States in an attempt to curb the Covid-19 pandemic and protect the local population from […]
Public Transportation in Dubai: Critical Factors Affecting Crisis Management Problems RTA is currently facing are related to the sector’s exposure to numerous environmental and market forces that require constant changes and foster relational complexity.
Aviation Crisis Management Toolkit The impacts on these organisations vary considerably depending on the type of crisis, the severity of the crisis and the way in which the organisation has planned for, and responded to the crisis.
Crisis Management: The Interactive Simulation The objective of this article is to outline and explain one of these new techniques, the interactive simulation, and to discuss some of the problems and possibilities of this approach.
Crisis Management in the Healthcare Setup The process starting from the reception up to the discharging of the patient needs much attention in order to avert any crises.
Tsunami: Crisis Management The saving of lives during a disaster and emergency incident will depend on the proper coordination of the rescue team, delivery of the right skills to the scene which can only be achieved through the […]
Crisis Management: 1998 North American Ice Storm According to the academy of management executives the field of crises management is still in the young stages of development and thus more is required to be done so as to get the required effectiveness.
Crisis Management and Communications Though it may not be entirely responsible for the management of the crisis it’s usually instrumental in communicating the strategies laid down to deal with the crisis and especially to the media.
Crisis Response, Behavior Intervention, and Management Safety of the children is a priority, and the crisis management team ought to be trained on the identification of stress-induced symptoms in children as a result of a crisis.
Financial Crisis Management in the United Nations A crisis can be defined as the perception of an abnormal situation that is beyond the capability of the business and its scope to deal with.
Crisis Management and Environmentalism: A Natural Fit For an organization to be effective in planning, it should integrate both global and the local aspects of managing a crisis.
Templeton Engine Company’s Crisis Management The advantage of this alternative is that it will help the company to regulate the price of its products because it will be using its own raw materials.
Crisis Management Models for Risk Assessment To assess the relative risk of each of the risk events, the assessment tool quantified the probability of occurrence, impact on students, impact on staff, impact on learning, the preparedness of the institution, and the […]
Clinical Aspects of Crisis Management What I realized working on the case is that there are differences between the patients who are in crisis and the ones who are not, and the primary is their desire to cooperate with me […]
Hurricane Harvey Crisis Management This paper will provide a series of bullet points that will outline the damage, how it was handled, what outcomes were present, and the possible ways in which it could have been done better.4.
Crisis Management in the Film “Apollo 13” However, it was also a success, as, despite major damage to the spaceship, all astronauts returned to the Earth in safety. The film shows that the crew and the team worked hard to develop ways […]
European Union: Legitimacy and the Euro Crisis Management Chapters included in the paper will discuss such topics as sources of legitimacy in the EU, the Eurozone crisis, main actors that should participate in the management of the crisis, as well as problems of […]
Crisis Management and National Security Strategy This is a crisis because the company will lack the expertise to enhance the operations of the business. In addition, crisis assessment is a vital approach to ensure that the crisis does not affect or […]
Risk and Crisis Management and Business Continuity The lack of clarity in the definitions of the identified concepts and the vagueness of the relationships between them undermine the field of risk management in several areas.
Crisis Management for Vulnerable Populations The main goal of this paper is to assess alternative systems for communication and describe vulnerable populations and strategies for reaching and communicating with them during a crisis.
Tourism Industry: Emergency and Crisis Management The technological and scientific breakthrough that has been witnessed over the past several decades has created the foil for the rapid development of the tourism industry. What are the primary causes of emergencies and crises […]
FlyDubai Company’s History and Crisis Management The company takes pride in its comfortability and environmental friendliness, presented by loyalty and security of the staff, and by fuel productivity. Despite a horrific incident, the company made everything possible to sustain its popularity […]
School Crisis Management: Bomb Threat and Shooting As for the shooting incident, the initial step was to calm down the students to avoid the panic, and after that, inform the rest of the school about the red code situation and initiate the […]
The Role of Social Media in Aviation Crisis Management Therefore, this paper considers the general role that social media might play in a crisis or emergency in the airline industry and describes methods that could be used to deal with the potential adverse outcomes […]
Business Continuity and Crisis Management The biggest challenge for an organisation operating in a disaster-prone business environment is the development of mechanisms of predicting risks and ways of protecting their brands from collapsing in the event of organisational crisis.
Crisis and Risk Management Communication: Qatar World Cup 2020 While the willingness of the Qatar government to look innocent is quite understandable, the fact that the authorities’ statements conflict with the ones that cycle around the modern media exacerbates the situation for Qatar, creating […]
Crisis Management in the Organization Crisis is an unexpected catastrophe happening in or to a company and it threatens the operations of the company. Recognize the crisis Identify the potential effect of the crisis on the company and take action.
PRs Role in Crisis Management: BP and Toyota Provision The department of PR should ensure that there is the improvement of an even provision at the crisis management stage.
Crisis Management: Toyota Company and EU Crisis is subject to a domain of several variables particularly in international business which include; the features of the event, the significance to both parties, the magnitude of the impact on both parties and the […]
Organizational Crises: Management or Crisis Response System Some of key learning points include: Planning for crisis Stages of crisis Causes of crisis Consequences of crisis Cautions of crisis Traditional approach on crisis management New approach to crisis management Complexity-informed framework for effective […]
Crisis Management: Online Banking Security Breach Despite the initial statement, the negative media attention given to the company, and growing concerns from our consumers, clients, stakeholders and the public as a whole, the company has taken upon itself to get to […]
Crisis Management From the Perspective of the Austrian Business Cycle
Crisis Management and Emergency Response Plans: OSHA Standards
Financial Crisis Management: Why Did Alitalia Go Out of Business
Difference Between Crisis Management and Risk Management
Learning From the Katrina About Crisis Management
Effective Crisis Management Techniques
Bhopal Disaster – an Example of Unsuccessful Crisis Management
The Crisis Management Lesson From Toyota: The Smart Business Process
Conceptual Dynamic Framework for Crisis Management
Afghanistan Public Sector: From Crisis Management to Comprehensive Reform Strategy
Funding Hungary: Exposing Normal and Dysfunctional Crisis Management
Crisis Management and Financial Stability: Some Lessons from the United Kingdom
Baderman Island Crisis Management Plan
Crisis Management Approaches and Philanthropic Motives
Gender and Rescue Services in Crisis Management: Male Leadership Positions and Women’s Personal Experiences
The Crisis Management System in Germany
Information Literacy Skills Assessment in Digital Crisis Management
Crisis Management: The 2010 Melbourne Storm Salary Cap Scandal
Crisis Management’s Psychological Aspects
Analysis of Maggi Crisis: Crisis Management and Image Restoration through Social Networking
Crisis Management Strategies and the Long-Term Effects of Product Recalls on Firm Value
Nestlé Crisis Management: The Baby Killer
Mattel Crisis Management or Management Crisis: Barbie Dolls and Hot Wheels Cars
Preparing for Future: Creating a Crisis Management Team
Business Ethics and Crisis Management: Circumstances for a Second Chance
Crisis Management Dilemmas: Differences in Attitudes Towards Reactive Communication Strategies
Crisis Management in the Reformed European Agricultural Policy
Crisis Management: the Most Important Factors in the Hospitality Industry
Systemic Crisis Management and Central Bank Independence
Crisis Management Impact on the Accounting Policy of Enterprises
General Motors: The Crisis Management and Controversy Today
Crisis Management: Cathay Pacific Labor Dispute Analysis
What Roles Does the Media Play in Crisis Management
Crisis Management in Belgium: The Case of Coca‐Cola
Role of Apologies in Crisis Management
Crisis Management: Resolution for a European Banking System
Role of Public Leaders in Crisis Management
Crisis Management at Lego: Save the Whales
Which Company Has the Best Crisis Management
Integrating the Crisis Management Perspective into the Strategic Management Process
Are Labor Market Reforms the Answer to Post-Euro-Crisis Management?
Why Is Social Media Monitoring an Important Part of Issue and Crisis Management?
What Is the Most Important Thing in Crisis Management?
Is Crisis Management a Part of Risk Management?
What Are the Most Important Components of a Tourism Crisis Management Plan?
What Makes a Good Crisis Management Plan?
How Does Having an Ethical Crisis Management Plan Benefit a Company?
What Is Considered the Most Important Step of Crisis Management?
What Are the Tools of Crisis Management?
How Are Risk Management and Crisis Management Similar?
What Is the Relationship Between Crisis Management and Crisis Communication?
What Is the Purpose of Crisis Management?
Is Crisis Management Part of the Business Continuity Plan?
What Is the Importance of Disaster Risk Reduction Management and Crisis Management?
Why Should Ethical Decision Making Be Incorporated Into Crisis Management?
Does Starbucks Have a Crisis Management Team?
What Is the First Rule of Crisis Management?
Is There a Correlation Between Organizational Culture and Crisis Management?
What Is the Role of Internal Audit in Crisis Management?
Is Crisis Management and Disaster Management the Same?
What Skills Are Required for Crisis Management?
Who Is Responsible for Crisis Management?
How Does Crisis Management Affect Organizational Culture?
What Is the Difference Between Crisis Management and Disaster Recovery?
What Is Crisis Management in Public Relations Strategies?
Chicago (A-D)
Chicago (N-B)

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125 Crisis Management Essay Topic Ideas & Examples

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Crisis Management Essay Topic Ideas & Examples: 125 Thought-Provoking Prompts to Explore

Introduction: Crisis management is a critical aspect of any organization's operations, requiring careful planning, strategic decision-making, and effective communication. As a student, exploring crisis management topics through essays can enhance your understanding of this field, while also developing your critical thinking and problem-solving skills. To help you get started, we have compiled a list of 125 crisis management essay topic ideas and examples. These prompts cover a wide range of industries, scenarios, and strategies, allowing you to delve into various aspects of crisis management.

The role of crisis management in public health emergencies.
Analyzing the effectiveness of crisis management in natural disasters.
Crisis management strategies for cyber-attacks and data breaches.
The impact of social media on crisis management.
Crisis management in the aviation industry: A case study of airline accidents.
The ethical dilemmas in crisis management decision-making.
Crisis management in the pharmaceutical industry: Handling product recalls.
The importance of crisis management in reputation management.
Analyzing crisis management approaches during economic recessions.
The role of leadership in effective crisis management.
Crisis management in the hospitality industry: Handling customer complaints.
Crisis management in the retail sector: Strategies for managing product recalls.
The psychology of crisis communication: Understanding public perception.
Crisis management in the automotive industry: Addressing safety recalls.
The impact of crisis management on stock prices and investor confidence.
Crisis management in the entertainment industry: Handling celebrity scandals.
The role of crisis management in maintaining employee morale.
Crisis management in the banking sector: Strategies for financial crises.
The role of crisis management in preventing and managing workplace accidents.
Crisis management in the energy sector: Handling oil spills.
The impact of crisis management on brand loyalty.
Crisis management strategies for managing public protests and demonstrations.
Crisis management in the education sector: Strategies for school emergencies.
The role of crisis management in preventing and managing product recalls.
Crisis management in the technology industry: Strategies for handling data breaches.
Analyzing crisis management in the pharmaceutical industry: The opioid crisis.
Crisis management in the tourism industry: Strategies for managing terrorist attacks.
The role of crisis management in preventing and managing workplace violence.
Crisis management in the fashion industry: Handling supply chain disruptions.
Crisis management strategies for managing public health scares.
The impact of crisis management on consumer trust and loyalty.
Crisis management in the telecommunications industry: Handling network outages.
The role of crisis management in preventing and managing environmental disasters.
Crisis management in the food industry: Handling foodborne illness outbreaks.
Analyzing crisis management approaches in political scandals.
Crisis management strategies for managing labor strikes and disputes.
Crisis management in the automotive industry: Handling product defects.
The role of crisis management in preventing and managing workplace discrimination.
Crisis management in the construction industry: Strategies for managing accidents.
Crisis management in the media industry: Handling defamation lawsuits.
The impact of crisis management on public trust in government institutions.
Crisis management strategies for managing financial fraud.
Crisis management in the telecommunications industry: Strategies for handling network security breaches.
The role of crisis management in preventing and managing workplace harassment.
Crisis management in the aerospace industry: Handling airplane crashes.
Crisis management in the gaming industry: Strategies for managing controversies.
The impact of crisis management on employee retention and job satisfaction.
Crisis management strategies for managing supply chain disruptions.
Crisis management in the agriculture industry: Handling food safety crises.
The role of crisis management in preventing and managing workplace accidents in the construction industry.
Crisis management in the automotive industry: Strategies for handling emissions scandals.
Analyzing crisis management approaches in political protests.
Crisis management strategies for managing natural resource depletion.
Crisis management in the healthcare industry: Handling medical malpractice cases.
The role of crisis management in preventing and managing workplace bullying.
Crisis management in the oil and gas industry: Strategies for handling pipeline leaks.
Crisis management in the e-commerce industry: Handling cybersecurity breaches.
The impact of crisis management on organizational culture.
Crisis management strategies for managing supply chain disruptions in the fashion industry.
Crisis management in the pharmaceutical industry: Handling clinical trial failures.
The role of crisis management in preventing and managing workplace discrimination based on gender.
Crisis management in the automotive industry: Strategies for handling faulty ignition switches.
Analyzing crisis management approaches in environmental protests.
Crisis management strategies for managing financial market volatility.
Crisis management in the telecommunications industry: Handling network infrastructure failures.
The impact of crisis management on organizational resilience.
Crisis management in the energy sector: Strategies for handling nuclear accidents.
Crisis management in the food industry: Handling contamination incidents.
The role of crisis management in preventing and managing workplace accidents in the mining industry.
Crisis management in the automotive industry: Strategies for handling defective airbags.
Crisis management strategies for managing labor union disputes.
Crisis management in the pharmaceutical industry: Handling failed drug launches.
The impact of crisis management on corporate social responsibility.
Crisis management strategies for managing supply chain disruptions in the technology industry.
Crisis management in the automotive industry: Handling safety recalls.
Analyzing crisis management approaches in social justice movements.
Crisis management in the financial industry: Strategies for handling economic recessions.
The role of crisis management in preventing and managing workplace discrimination based on race.
Crisis management in the automotive industry: Strategies for handling faulty brakes.
Crisis management strategies for managing natural disasters in coastal regions.
Crisis management in the fashion industry: Handling labor rights controversies.
The impact of crisis management on organizational reputation and brand image.
Crisis management in the telecommunications industry: Strategies for handling network outages during natural disasters.
Crisis management in the hospitality industry: Handling food poisoning incidents.
The role of crisis management in preventing and managing workplace accidents in the manufacturing industry.
Crisis management in the automotive industry: Strategies for handling defective fuel systems.
Crisis management strategies for managing political unrest.
Crisis management in the pharmaceutical industry: Handling adverse drug reactions.
The impact of crisis management on corporate governance.
Crisis management strategies for managing supply chain disruptions in the automotive industry.
Crisis management in the automotive industry: Handling defective tires.
Analyzing crisis management approaches in civil rights movements.
Crisis management in the technology industry: Strategies for handling product failures.
The role of crisis management in preventing and managing workplace discrimination based on age.
Crisis management in the automotive industry: Strategies for handling engine defects.
Crisis management strategies for managing cybersecurity threats.
Crisis management in the healthcare industry: Handling medical device recalls.
The impact of crisis management on organizational innovation and adaptation.
Crisis management strategies for managing supply chain disruptions in the food industry.
Crisis management in the automotive industry: Handling defective steering systems.
Crisis management in the banking industry: Strategies for handling financial scandals.
Analyzing crisis management approaches in climate change protests.
Crisis management strategies for managing economic downturns.
Crisis management in the technology industry: Handling software glitches.
The role of crisis management in preventing and managing workplace accidents in the oil and gas industry.
Crisis management in the automotive industry: Strategies for handling transmission failures.
Crisis management strategies for managing employee strikes.
Crisis management in the pharmaceutical industry: Handling counterfeit drugs.
The impact of crisis management on organizational sustainability.
Crisis management in the telecommunications industry: Strategies for handling network outages due to equipment failure.
Crisis management in the hospitality industry: Handling outbreaks of foodborne illnesses.
The role of crisis management in preventing and managing workplace discrimination based on disability.
Crisis management in the automotive industry: Strategies for handling defective ignition switches.
Crisis management strategies for managing supply chain disruptions in the energy sector.
Crisis management in the automotive industry: Handling defective air conditioning systems.
Analyzing crisis management approaches in student protests.
Crisis management in the technology industry: Strategies for handling cybersecurity breaches.
The impact of crisis management on organizational agility.
Crisis management strategies for managing supply chain disruptions in the pharmaceutical industry.
Crisis management in the automotive industry: Handling defective airbags.
Crisis management in the banking industry: Strategies for handling liquidity crises.
The role of crisis management in preventing and managing workplace discrimination based on sexual orientation.
Crisis management in the automotive industry: Strategies for handling defective batteries.
Crisis management strategies for managing product recalls in the food industry.
Crisis management in the telecommunications industry: Handling network outages caused by natural disasters.

Conclusion: These 125 crisis management essay topic ideas and examples cover a wide range of industries, scenarios, and strategies. By exploring these prompts, you can better understand the complexities of crisis management and develop critical thinking skills necessary for effective crisis management decision-making. Remember to choose a topic that aligns with your interests and allows you to delve deeper into the specific aspects of crisis management that intrigue you. Good luck with your essay writing journey!

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Crisis Management in the COVID-19 Era

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How I Teach

N o business is immune from crises—whether facing external forces such as the current health pandemic or situations of an organization’s own making. Yet, businesses are often measured by their responses to such incidents—from customers, investors, the media, or the public.

In this audio interview, Neeley School of Business Professor Mary Waller takes a deep dive into her MBA course on crisis management, a topic she says has struggled as a discipline despite its obvious importance. The tides have changed, however, with the current global impact of the pandemic. Hear her discuss her holistic approach to teaching crisis management and how the discipline—and her way of teaching—is evolving.

About This Podcast

How I Teach is an audio series that features conversations with educators who break down complex topics and explain their approach to teaching them. We pair the audio interviews with a full transcript as well as recommended readings to help you navigate classroom discussions on tough subjects.

*Audio Music: www.bensound.com

Listen to or read the full transcript of the audio interview to learn:

The rewards and challenges of teaching crisis management [3:06]

Why it’s important to introduce this subject matter to undergraduates as well as MBAs [5:31]

The difference between crisis management and disaster management [7:26]

How the Neeley School adjusted to the abrupt move to online learning, and what the fall strategy might look like [9:23]

What materials Waller uses in her crisis management course (and why), how she structures her course, and what she hopes students will learn by the end of class [12:21]

How Waller approached her asynchronous class—including using videos to walk through her slides each week [18:46]

How Waller used synchronous sessions to successfully run her end-of-course simulation [20:47]

What course planning looks like amid continued uncertainty [23:30]

Mark Rennella: Welcome to Harvard Business Publishing’s How I Teach podcast, where educators share their insights and approaches on teaching important business topics. I am your host Mark Rennella. Now that we’re deep into the COVID-19 era, we’ll also be including some questions that look into how this pandemic has—or hasn’t—had an impact on business instructors, their courses, and the institutions where they teach.

Today’s topic is crisis management, a skill that has historically been given relatively little attention in management training. But in the midst of our current outbreak of seismic cultural, political, and health predicaments, the ability for organizations to deal with crises will be increasingly sought-after.

It’s obvious that we need to cultivate strong leadership that has the capability to manage during these moments. What’s the best way to train leaders for the emerging uncertainties that lie ahead? This training relates both to major problems that originate externally from an organization (generally known as “disaster management”) and those that originate from within (which falls under “crisis management”). Each requires sophisticated training to supply executives with the tools and the perspective to deal with decision-making under significant pressures. Today, our focus is crisis management.

I’m delighted to have as a guest today Professor Mary Waller, who’s M.J. Neeley Professor of Management at the Neeley School of Business TCU in Fort Worth, Texas. She’s taught courses on crisis management, managing team dynamics, organizational behavior, introduction to management, and organizational theory.

Mary, thanks so much for your time and sharing your insights with our listeners.

Mary Waller: My pleasure to be here.

Rennella: Great. Well, let’s start with you. Could you tell us about your background and especially how it led up to your interest in team dynamics and crisis management?

Waller: Sure. I was a late bloomer coming to academics. I spent about a decade in industry. I started out working in oil and gas as a petroleum land man. I was going to school at night. I got a Master of Science degree in information systems. I moved from oil and gas to software development management. And during that decade working in oil and gas and software development, it seemed like I was always working in a team of people working under time pressure, working in some kind of crisis situation, usually of the organization’s own making. So, after that decade, when I decided to go back to school and get a Ph.D., it seems like a natural progression to study team dynamics in critical situations. So that’s how that all transpired.

And then at the University of Texas at Austin, where I got my Ph.D., I met Bob Helmreich , who did tremendous work in aviation psychology. I ended up doing my dissertation research with aviation crews and a full motion flight simulator. So, a lot of my research then was done looking at flight crews, nuclear power plant control room crews, underground mine rescue teams, as well as teams like emergency department trauma teams and those types of teams as they deal with critical situations.

Rennella: That’s a fascinating topic. It really is so interesting how you were just digging deeper toward there through your whole career.

Waller: Pretty much a one-trick pony.

Rennella: Well, it’s an important trick. So, getting back to crisis management, what do you like teaching about crisis management? What are its rewards and challenges in the classroom?

Waller: I think one of the big challenges is that crisis management as a topic rarely appears in management or organization behavior textbooks for whatever reason. So, it’s really struggled as a discipline, as a topic, to make its way into mainstream management and find its place in terms of legitimate topics in business schools. That might change, I think, with the pandemic.

But the great thing about teaching crisis management, I think, is that it’s a very practical application of a lot of our organizational behavior and organization theory ideas and principles in a particular domain. So, we can take pieces of organizational behavior and pieces of organization theory and put them in this domain and really see them work in a particular context. That’s really exciting and really gives students, particularly more advanced students—I love teaching crisis management with students who already have some practical experience in organizations—a way to see, “Oh, gosh, the stuff that we talk about really does actually work.” That’s pretty exciting.

Rennella: Could you see it as part of any discipline? I did a previous podcast talking about cybersecurity, and the professor brought up the case that you can apply cybersecurity to every part of the organization. Is that the same here?

Waller: Yeah, absolutely. I mean, there are individual responses to a crisis situation and there are team-level responses. We know, for instance, contagion happens at the team level. We know that there are team-level responses to crisis situations, and we certainly know that there are organizational-level responses to crisis situations, and they all impact each other. They all fit together like pieces to a puzzle.

Rennella: And it’s not as if a crisis won’t happen, right? They always do. It’s interesting how you’re saying it should be in your intro course. You have a section on crisis management, because that’s just part of what organizations deal with.

Waller: Exactly. In the past, there have been these stances regarding crisis management. First of all, lower level students don’t need to know about crisis management because that’s something that the C-suite and the board are going to deal with, and we don’t need to bother undergraduate students with this type of stuff. Well, you know, undergraduate students do need to know that this kind of stuff is going on, because it’s certainly going to impact them. Or, crisis management is something that we’re going to farm out to a consultant. So, we really don’t need to be taking up class time with something like crisis management when that’s something that a PR firm is going to deal with for us. We know that’s an inadequate response. These types of responses just don’t hold water anymore.

Rennella: Is there anything you’re learning about crisis management that you didn’t see as clearly before our current health crisis?

Waller: Well, that a lot more people are interested in it now, just based on the number of phone calls and emails I’ve been getting recently. I think a lot more organizations are interested in business continuity now, which is probably a really good thing. They probably don’t have the bandwidth right now to devote a lot of time and energy to it right now. But I think they’re saying, "when we do have the bandwidth, maybe in six months, maybe in a year, we’ve got to be ready for the next one." And that’s a good thing.

Rennella: You brought up in a previous communication with me to be cognizant of the difference between crisis management and disaster management. Could you bring up the salient differences that people should know about?

Waller: I developed my course when I worked at The Schulich School of Business at York University. York has a wonderful program in disaster management outside the business school. The people in the disaster management program are the ones who really helped me develop an understanding of the difference between crisis management as it has existed in the management department in the business school and disaster management, because they really did have different training and it is a different discipline. It involves working with public institutions. It involves crises like a pandemic or like a natural disaster that are much longer lived than a lot of the crises that business organizations typically deal with. They deal with crises that are not self-inflicted, typically. They deal with crises that are universally affecting a wide range of organizations simultaneously so you’re all in the same boat. You’re competing for the same resources during the crisis. And those are qualitatively different situations than the crises that organizations deal with individually, like a product recall, like executive malfeasances, like the typical crises that we want our graduates who will find themselves in the C-suite or near C-suite situations to be ready to deal with.

Rennella: Just thinking about your own immediate environment, I’m curious about how your colleagues or your school or your department are dealing with this crisis right now. Any interesting things going on?

Waller: The organization as a whole, the university, just like every other university, is engaging in their organizational business continuity plans and trying to figure out, "OK, what’s the best strategy to employ for the fall semester and ongoing?" That’s unfolding day by day, trying to look at resources and figure out what the best plan is for everyone. But in addition to that, I think what I really appreciate about the Neely School is that, like everybody else, we’ve moved to having virtual department meetings, virtual faculty staff meetings where you have 100 people online at the same time. And you virtually raise your hand and you miss seeing people and communicating face-to-face and everything. But what I really appreciate is the Neeley School taking the extra step and really making an effort to do things like having virtual bingo games and carving out a little bit of time and effort and energy to have virtual time together that is just fun time. You know, we’re not talking about work. We’re going to meet, and we’re just going to be silly together. We’re just going to have fun together, because we just need some time together to blow off some steam. And that has been so nice.

Rennella: You might want to call that human continuity in this crisis situation.

Waller: Exactly. And at the Neeley School we do such a good job of celebrating with each other. It’s really part of their culture.

Rennella: Well, that’s unanticipated, but now that you mentioned, it seems to be an extremely important part of navigating a big crisis like this, you know, keeping our human connections. So, it reminds me of that apocryphal quote from Winston Churchill when they asked him, "Why are you funding the arts right now during WWII?" And he said, "Well, what are we fighting for, if not for this?"

Waller: Exactly. We have to be able to keep our culture intact, and our culture is high touch. We take such pride in knowing our students and having a personal, professional relationship with our students. And it’s hard to do that online. And we care deeply about each other. It’s hard to do that, electronically, but we’re doing our best.

Rennella: Getting back to the teaching of crisis management, I’m just wondering if you could give us a general description of the course you teach; maybe it’s central focuses and what students should know by the end of it?

Waller: I love the article by Pearson and Clair. I really let that guide me.

Rennella: What’s the title of that?

Waller: [Reframing] Crisis Management by Pearson and Clair. They had this wonderful model in that article, and we walk through that model from left to right during the progression of the course. It really starts out looking at the orientation of top management in the organization and the cognition of the top management as it pertains to crisis management and walks through to the point that a crisis actually occurs. Then looking at the aftermath of that event in terms of how teams might respond, how individuals might respond, and then the outcome.

So, we talk about that progress at every stage of the game, but really how I structure the course is talking about crisis management, like I said before, at the individual level, the team level, and the organization level. Then we put the pieces together. What I really want students to be able to do at the end of the course is to go into a crisis situation and be able to identify the type of crisis that they’re in and let the type of crisis guide them in terms of the strategic actions they should take. Then, we really key in on situational crisis communication theory in terms of the type of crisis communication they should engage in. So those two things: the crisis type (and we really rely on Lerbinger’s identification of crisis type and strategic actions that line up with crisis type), and then Tim Coombs’ situational crisis communication theory in terms of the strategic communication that they should be engaging in, and then, which stakeholders at which times should they be talking to.

Rennella: I imagine that something you might have to think about is to make sure that the students really assess a particular situation thoroughly and not come to it with a preconceived formula or framework beforehand. Do you find that that’s an issue?

Waller: Absolutely. And so, if I put some students in a situation of, "OK, imagine you’re the top management team of this organization. This, this, and this has happened and then you have this crisis coming at you. How would you respond?" Before they learn about crisis types and strategic actions, and how the public is likely to respond—we talk a lot about attribution theory—they give me one set of answers. And then after they learn about the strategic responses, attribution theory, how the public is likely to see certain actions, and we look at lots and lots and lots of real examples. The sad thing is that I have tons of real examples that I can bring into the class and show them, "Here’s what the organization did in this situation and here’s how the public responded. Why do you think this happened?" And then I can bump it against the theory, and I can show them, "Here’s what the theory said would happen. Here's what actually happened. Look. The theory actually works, right?"

I have tons of examples to show that yeah, this stuff really does work. Then, at the end of the course, we do a real-time crisis management simulation that lets them try it out on their own. And they usually do pretty well.

Rennella: That’s great. And just wondering, from all these great discussions and case situations you bring up, do you have one or two memorable moments in class, a super "aha" moment that the class just loved, or a surprise that occurred?

Waller: The most exciting things usually happen during that crisis management simulation at the end. They’re usually nervous. They don’t know what the crisis is going to be. They’ve gotten information about the organization that they’re managing—they play the role of the top management team. They get a lot of background information about the organization, and then they meet. They know that there’s going to be a crisis. The crisis unfolds. They talk about, "OK, what crisis type is this? What should we be doing?" They engage in those actions, and they’re getting real time emails and tweets from angry investors and the press wants to know stuff and customers want to know stuff. They’re responding to these people, and at the end of the simulation, they usually gasp for air and they say it’s stressful.

But the greatest thing is, at the end of the simulation, they lean back and high five each other. They’re relieved but they’re proud of themselves that, "We really did learn something here and we have a new capability that we didn’t have eight weeks ago." I think that’s a big revelation. That makes it all worth it.

Rennella: Yeah, I can’t imagine a more satisfying end for a teacher. For them to see all their proverbial light bulbs going on at the end of that exercise.

Waller: Exactly.

Rennella: You mentioned as well in our previous communication that your course became asynchronous online. I’m just wondering, are there any big takeaways for you about either the differences between teaching in class and online in an asynchronous manner or maybe some things you’ve learned about teaching asynchronously that you would bring to this the next time?

Waller: I made the choice to go asynchronous because of the situation that my students were in. They had all these demands on them. I wanted to make the course as flexible as possible for them. I did a module a week. I had my slides, and I did a video a week—a video voice-over of my slides—one a week, so they could watch that any time during the week that they wanted to. They had assignments with deadlines associated with them each week. So, they had to get that done each week, but anytime they wanted to watch the video, they could. If they were homeschooling and they wanted to watch the video at midnight, they could. If they want to watch it at six in the morning, they could. I really tried to minimize the amount of teamwork stuff that I did. Usually, when we meet face to face, I have team exercises that I do in class, and it really is a high-touch class with a lot of interaction. I had to find a way to work around that. But I really wanted to make it as flexible as I could for them in their situation right now. I wish that I had worked in a little more discussion board stuff in there for them, but I’m not sure they would have taken advantage of it. I did have one open discussion period, and nobody took advantage of it. I didn’t know quite how to interpret that, but they just didn’t need it. Their plates were so full.

Rennella: You mentioned how great it was to see them finish the simulation. So, I imagine they didn’t do that this semester. Did you have a substitute for that?

Waller: No, the simulation was the one thing that we did synchronously. We did it one team at a time, and we did it with Zoom. So, they did two things synchronously. They met as a team to discuss their crisis management plan. Each team put together a plan for this fictitious organization that they played the top management team for that role. Then the next week, we did the crisis management simulation. It was about 90 minutes long. We met via Zoom, and I watched them on Zoom go through the crisis management simulation. I recorded them as they went through the crisis management simulation so I could watch their simulation later and provide them debrief feedback. The next week, every team got some debrief feedback on that. And actually, I took all the text that they generated. All the emails that they generated as a team that went back to those characters that were sending them emails during the simulation. I took all the text that each team generated, and I fed it through linguistic inquiry and word count to measure the emotional tone of what the team generated. I did a little quantitative analysis to compare the team’s emotional tone, and then showed that to them. It was interesting because it really did line up with the strategies that the teams chose.

Rennella: Have they generally been appreciative of this asynchronous option?

Waller: Yeah; I asked them afterwards if they wished that we had done something more synchronously, and a few of them said, "Well, maybe once at the beginning, but otherwise it was fine." And that they did really appreciate having the flexibility. The flexibility was really, really nice.

Rennella: And was there any use of the current pandemic in your class?

Waller: You know, I did refer to it several times, but it was sort of like trying to hit a moving target. In terms of how the pandemic was being managed, it was a moving target. Even if I had wanted to use it as an example, it would have been difficult.

Rennella: Any anticipation of how you’re going to teach this the next time now that you’ve gone through this change? Of course, there’s all sorts of unknown factors, like are you going to have a blended class? Will you see these people? But I’m just wondering about any thoughts right now about how you might change how you’ve taught this compared to say, two, three years ago?

Waller: If we go to blended, I would start out with face-to-face first, and then maybe move to asynchronous with some kind of chat function or something like that, maybe. But the asynchronous worked pretty well, to tell you the truth. Everything worked pretty well. I couldn’t be happier, really, with the output of the students. Their crisis management plans were right on target. Their performance in the crisis management simulation was really good. And I’m comparing them with the face-to-face classes that I’ve taught in the past. And I really don’t have any regrets about that.

Rennella: It’s interesting, other professors I’ve talked to about other disciplines, they often say, "I use stuff in the news to bring into class so I can get people to start talking, or I’ll bring in a YouTube video that was made last month about XYZ, so they can get started talking." So that’s why I was thinking, "Oh, you’ve got this pandemic. Maybe it’s a disaster and not so much a crisis, but there’s some things to learn from that." But I guess it, and I don’t want to put words in your mouth, I’m thinking it’s too big and sprawling to use right now?

Waller: It’s almost like COVID overload. It’s just too much. Plus, in my course—and I made this clear in the very first video, I think, that I made for the course—I focus mainly on event-based crises. So, we’re focusing mainly on crises like management misconduct or product recalls or things like that. Sort of traditional, if you can think of them that way, organizational crises that they’re likely to see. Even crises like hacking. Where there’s been some kind of attack against the organization. But the widespread disaster-type thing is really a different animal that really requires a focus on business continuity. I would love to teach business continuity, but I need another eight weeks to do that.

Rennella: I’m just thinking, what are the fundamentals of crisis management that never change? Each crisis has its own fingerprint, pretty much. But as far as my light acquaintance with the literature, it seems that there are tried and true ways to approach a lot of these. I’m just wondering, what are, in general, some of the things that don’t change in crisis management?

Waller: You know, a lot of people have a lot of different opinions about that. And that’s part of the problem with crisis management. Everyone has their own special sauce, their own special recipe. And that makes it difficult for organizations that reach out. There are a lot of purveyors of the fundamentals of crisis management.

Rennella: Like innovation in a way. Innovation has a million flavors, and people are selling lots of different kinds of innovation.

Waller: Exactly. In my course, like I said, being able to recognize the crisis type, the fundamentals of the type of crisis you’re dealing with and being able to let that crisis type drive a set of action strategies that you take. And those action strategies have actual empirical research behind them. Letting the research suggest to us what the best actions to take are versus some other source that we might choose. And then paying attention to things like Tim Coombs’ research on situational crisis communication to suggest to us how best to explain to people inside and outside the organization what we’re doing.

Rennella: I’m curious; what’s the best case study or moment? What’s what of your favorite things to delve into that seems very rich or very easy or interesting for students to get involved in?

Waller: A case study that I use is a film that is on PBS. It was produced by FRONTLINE and ProPublica on the BP Deepwater Horizon crisis . To me it’s a great example of how organizational culture can perpetuate an organization’s proclivity to be crisis prone. And it brings home a lot of the things that we cover in the course in one organization. It’s a great example, unfortunately. The students watch that film, and it’s a great video case study.

Rennella: Excellent. I really appreciate this; you had a lot of great insights.

Waller: That is great and thank you; it was fun.

Crisis Management Sample Course Schedule

Waller outlines her 8-week course’s topics and readings:

Week 1: Course Introduction—Waller, M. J., & Roberts, K. H. (2003). High reliability and organizational behavior: Finally the twain must meet. Journal of Organizational Behavior , 24(7), 813.

Week 2: Crisis Types—Pearson, C. M., & Clair, J. A. (1998). Reframing crisis management. Academy of Management Review , 23(1), 59-76.

Week 3: Imagining the Unthinkable—Staw, B. M., Sandelands, L. E., & Dutton, J. E. (1981). Threat rigidity effects in organizational behavior: A multilevel analysis. Administrative Science Quarterly , 501-524.; Roberts, K. H., & Bea, R. (2001). Must accidents happen? Lessons from high-reliability organizations. Academy of Management Perspectives , 15(3), 70-78.; Pearson, C. M., & Mitroff, I. I. (1993). From crisis prone to crisis prepared: A framework for crisis management. Academy of Management Perspectives , 7(1), 48-59.

Week 4: Organizational Factors—Neal, A., & Griffin, M. A. (2006). A study of the lagged relationships among safety climate, safety motivation, safety behavior, and accidents at the individual and group levels. Journal of Applied Psychology , 91(4), 946.; Tucker, A. L., & Edmondson, A. C. (2003). Why hospitals don't learn from failures: Organizational and psychological dynamics that inhibit system change. California Management Review , 45(2), 55-72.

Week 5: Crisis Teams and Plans—Waller, M. J., Lei, Z., & Pratten, R. (2014). Focusing on teams in crisis management education: An integration and simulation-based approach. Academy of Management Learning & Education, 13(2), 208-221.; Uitdewilligen, S., & Waller, M. J. (2018). Information sharing and decision‐making in multidisciplinary crisis management teams. Journal of Organizational Behavior , 39(6), 731-748.

Week 6: Crisis Communication—Stephens, K. K., Malone, P. C., & Bailey, C. M. (2005). Communicating with stakeholders during a crisis: Evaluating message strategies. The Journal of Business Communication (1973), 42(4), 390-419.; Stephens, K. K., Waller, M. J., & Sohrab, S. G. (2019). Over-emoting and perceptions of sincerity: Effects of nuanced displays of emotions and chosen words on credibility perceptions during a crisis. Public Relations Review, 45(5), 101841., Coombs, W. T., & Holladay, S. J. (2002). Helping crisis managers protect reputational assets: Initial tests of the situational crisis communication theory. Management Communication Quarterly , 16(2), 165-186.

Week 7: Simulation

Week 8: Quiz and Debrief/Wrap-up

The Reading List

Use the following articles, notes, and cases to further the discussion on crisis management in your classroom. Consider assigning these readings to students, or use them as tools to help frame the class discussion.

David Dao on United Airlines

The Organizational Apology

“We Need to Intensify Our Sense of Urgency”

“Reframing Crisis Management”

Simulations

Organizational Behavior Simulation: Judgment in a Crisis

Harvard ManageMentor

Harvard ManageMentor: Crisis Management

Other Resources

FRONTLINE: The Spill

Mary Waller is the M.J. Neeley Professor of Management at Neeley School of Business, TCU. Her expertise covers organizational behavior including team dynamics, interaction, and effectiveness; crisis management in organizations; and human factors in complex technological systems.

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Essay on Crisis Management

Students are often asked to write an essay on Crisis Management in their schools and colleges. And if you’re also looking for the same, we have created 100-word, 250-word, and 500-word essays on the topic.

Let’s take a look…

100 Words Essay on Crisis Management

Understanding crisis management.

Crisis management is a way to handle unexpected problems that can harm an organization. These problems, or crises, could be natural disasters, financial troubles, or even bad publicity. The aim is to protect both the organization and the people involved.

The Importance of Crisis Management

Crisis management is important because it helps organizations prepare for threats. A good plan can reduce harm and speed up recovery. It can also protect an organization’s reputation, which is very important for its success.

Steps in Crisis Management

Crisis management involves several steps. First, identify potential crises. Next, create a plan to deal with each one. This plan should include ways to communicate with the public and staff. Finally, test the plan regularly to make sure it works.

Role of Communication

Communication is a key part of crisis management. It’s important to share information quickly and honestly. This can help to reduce panic and confusion. It can also build trust with the public and staff.

In conclusion, crisis management is a vital part of running any organization. It helps to identify threats, create plans, and communicate effectively. This can protect the organization and its people, and ensure its future success.

250 Words Essay on Crisis Management

What is crisis management.

Crisis Management is a method used by organizations to deal with unexpected events that can harm the organization, its stakeholders, or the general public. It is like a safety plan for when things go wrong.

Importance of Crisis Management

Crisis Management is important because it can help organizations avoid damage. These can be problems that harm people, cause loss of money, or damage the organization’s reputation. If a crisis is handled well, it can even make the organization stronger.

There are four main steps in Crisis Management. First, the organization needs to be ready for a crisis. This means having a plan and knowing what to do. Second, when a crisis happens, the organization needs to respond quickly. This can help limit the damage. Third, the organization needs to communicate clearly. This can help stop rumors and keep everyone informed. Finally, after the crisis, the organization needs to learn from what happened. This can help prevent future crises.

Role of Leadership

In a crisis, good leadership is crucial. Leaders need to make quick decisions, communicate clearly, and show that they care about what is happening. This can help the organization recover more quickly and can also build trust with the public.

In conclusion, Crisis Management is a crucial skill for any organization. It helps to handle unexpected problems, limit damage, and can even make the organization stronger. Good leadership is also very important in a crisis. By making good decisions and communicating well, leaders can help their organization recover quickly and build trust with the public.

500 Words Essay on Crisis Management

Crisis management is a process which helps us to deal with sudden, unexpected events that can harm us. These events can be natural disasters like earthquakes or floods, or even man-made problems like financial crashes. The goal of crisis management is to reduce harm and get back to normal as soon as possible.

Crisis management is important because it helps us to be ready for problems. It’s like having a first aid kit in your house. You hope you will never need it, but if you do, you will be glad it’s there. When a crisis happens, the situation can be very chaotic. With good crisis management, we can keep calm, make good decisions, and get through the crisis safely.

There are four main steps in crisis management.

First, we need to be prepared. This means thinking about what could go wrong and making plans. For example, a school might have a fire drill so everyone knows what to do if there’s a fire.

Second, we need to respond quickly when a crisis happens. This might mean calling the fire department, or getting people to safety.

Third, we need to recover. This means getting back to normal after the crisis. If a school had a fire, this might mean cleaning up and repairing the damage.

Finally, we need to learn from the crisis. This means thinking about what happened, and how we can do better next time.

Role of Communication in Crisis Management

Communication is a key part of crisis management. It’s important to let people know what’s happening, what they should do, and when it’s safe again. This can help to keep people calm and safe. For example, during a fire drill, a school might use a loudspeaker to tell students where to go.

Crisis management is all about being ready for problems, responding quickly, recovering, and learning. It’s like having a safety net, ready to catch us if we fall. With good crisis management, we can face any crisis with confidence.

Remember, a crisis can happen at any time. But with good planning and communication, we can get through it together.

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Crisis Management Plan

Categories: Strategic Management

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Published: Apr 11, 2019

Words: 3020 | Pages: 7 | 16 min read

Factors that cause crisis, the causes of the internal factors, the cause of external factors, management crisis, operational crisis, legitimation of the crisis.

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Crisis Management Planning and Its Effectiveness

Crisis management planning is an organized way of mulling over the misfortunes that may affect an organization or individuals. In crisis management, flexibility is highly essential as opposed to a step-by-step process to accommodate possible dynamics. Flexibility helps in the diagnosis and addressing of specific issues. Although a crisis is, most of the time, seen as a negative situation, it can help an organization to learn and change depending on the elements of an incident. In other words, a crisis pushes an organization out of its comfort zone. New points of view can be developed for making an organization withstand and successfully overcome possible future crises (Crandall, Parnell, & Spillan, 2013).

Organizations that do not learn from past crises are likely to experience a replica of such or more severe incidences in the future. Organizations, individuals, and government institutions should undertake role and value evaluation through a learning process in which they detect and correct errors observed while resolving past negative events.

Organizations and institutions can identify and rectify errors noted in their past crises management in various ways, including single-loop and double-loop learning methods. In single-loop learning, individuals, organization, or groups change their actions depending on the way they achieved results from a past negative incidence and the anticipated outcomes (Crandall et al., 2013). Based on observations regarding their present situations, people, groups, and organizations adapt new behaviors and actions to alleviate and improve circumstances. In double-loop learning, apart from changing their behaviors and actions, organizations, individuals, or groups also alter the factors responsible for the problematic actions.

The crisis management team should help in the improvement of communication in an organization, system, or individuals. Miscommunication can lead to confusion, which may, in turn, cause conflicts and delay in finding a solution to a crisis (Astramovich & Coker, 2007). When an organization realizes, from a past incident, that its crisis management team does not offer clear guidance on effective communication, it can use that as an insight of developing a more robust and confusion-free information network (Crandall et al., 2013).

For instance, in 2009, dirt accumulation just beside a railway track with electrical wires started to smolder as a result of a passing trains’ braking wheel spark in Amsterdam (Steenbruggen, Nijkamp, Smits, & Mohabir, 2013). Alarm calls were made to the Schiphol Coordination Centre, which responded by sending airport fire and medical services.

The Railway Traffic Controller (RTC), who was working remotely, was also informed about the train conductor’s smoke but was hesitant to declare it an emergency case. The trains that were in the tunnel tube adjacent to the fire during the incidence stopped for 30 minutes due to the breakdown of the signals and switches (Steenbruggen et al., 2013). RTC then declared the incidence of an emergency issue, but the ultimate solution was to arise from the communication between Emergency Operations Coordinator (EOC) of the railway and the Airport Fire Officer (AFO).

The AFO requested Emergency Operations Director (EOD) to drive the trains out so that the fire brigade could have a safe space for extinguishing the fire. However, EOD requested EOC to ensure that the trains do not get out of the tunnel since he thought the firefighters were inside it. The firefighters could not establish the cause of the fire as they surprisingly found the trains in the tunnel, compelling them to request their immediate drive out.

Although no injuries or fatalities were reported, the details from Temporal Trace Language (TTL), a crisis management analysis tool, indicated that passengers whose trains were in one of the tunnels could have lost lives due to the delay arising from the miscommunication between the responsible personnel. After the incident, all the authorities involved in the safety and security of the Netherland’s railway transport system came together to establish an information network supporting quick, clear, and effective decision making.

Crisis management analysis helps to bring on board all vital players in the handling of the impacts of disasters (James & Gilliland, 2012). Most countries leave the responsibility of disaster management to their governments only, excluding other possibly important organizations and individuals. An analysis of poor disaster management as a result of limited resources provided by a few disaster management providers can be a lesson of encouraging broader collaboration.

For instance, after Hurricane Sandy stroke the United States, hundreds of lives were lost. Besides, many survivors could not access medical services due to the destruction of health facilities and congestion in the existing ones. The government seemed to be unprepared for such a disaster as it took longer to give an evacuation order for the survivors. To make the matter worse, non-governmental and faith-based organizations, religious leaders, as well as businesspersons, did not participate in the disaster recovery process as expected. As a result of the reluctance, Redlener and Reilly (2012) recommend that such individuals and organizations should be included in disaster management planning so that they can voluntarily promise on what they can offer when such crises recur. The incorporation of such organizations and individuals can be very helpful since they act as first responders who can later offer longstanding relief and other recovery services to the victims.

Role and value analysis is essential in crisis management for the successful handling of future negative situations since it offers an opportunity to identify and correct the existing flaws and weaknesses. It is paramount to assess the effectiveness of crisis management strategies regularly, especially after each crisis. With such an evaluation, the negative impacts of disasters will become minimal.

Astramovich, R. L., & Coker, J. K. (2007). Program evaluation: The accountability bridge model for counselors. Journal of Counseling & Development , 85 (2), 162-172.

Crandall, W. R., Parnell, J. A., & Spillan, J. E. (2013). Crisis management: Leading in the new strategy landscape . New York, NY: Sage Publications.

James, R., & Gilliland, B. (2012). Crisis intervention strategies . Toronto, Canada: Nelson Education.

Redlener, I., & Reilly, M. J. (2012). Lessons from Sandy—Preparing health systems for future disasters. New England Journal of Medicine , 367 (24), 2269-2271.

Steenbruggen, J., Nijkamp, P., Smits, J. M., & Mohabir, G. (2013). Traffic incident and disaster management in the Netherlands: Challenges and obstacles in information sharing. Research Memorandum , 2 (24), 1-45.

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Essay on Crisis Management in an Organization | Strategic Management

Read this essay to learn about the process of crisis management in a firm.

Forecasting methods are primarily used to project market conditions and performance levels that are at least somewhat predictable. Unfortunately, however, any organization can be faced with largely unpredictable and uncontrollable negative circumstances that can threaten its very existence. Crisis management refers to the process of planning for and implementing the response to a wide range of negative events that could severely affect an organization.

The terrorist attacks of September 11, 2001, highlighted the need for organizations to anticipate, prepare for, and respond to crises events. For some organizations, the attack resulted not only in the tragic loss of a substantial number of employees, but also a loss of key facilities and data. In addition to terrorism, however, a number of other potential organizational crises should be considered, such as fires and other natural disasters, economic crises (e.g., extortion, boycotts, bribery), information crises (e.g., computer system sabotage, copyright infringement, counterfeiting), and political unrest such as urban riots. The effects of crises on an organization can vary widely around the world and can be especially traumatic in emerging nations.

In addition to the events of September 2001, a number of large firms faced major crises at some time during the past few decades. In 1984, for example, gas leakage from a methyl isocyanate tank at a Union Carbide plant in Bhopal, India, killing approximately 3800 per sons and totally or partially disabling about 2,700 more.

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It was later learned that the leak occurred when a disgruntled employee sought to spoil a batch of the chemical by adding water to the storage tank. The incident was reported to officials at company headquarter in the United States after 12-hour delay, an event which sparked a widespread view that the firm was negligent and “covering up” details. India’s Supreme Court later provided a $470 million settlement for victims and their families.

As a second example, in 1989, the Exxon Valdez tanker hit a reef in William Sound, Alaska, spilling approximately 250,000 barrels of oil. Although there was no loss of human life, the loss of animal and bird life was extensive, and negative press was daunting. The company’s untested crisis management plan said such a spill could be contained in five hours, but it was not implemented for two days. Exxon eventually spent about $2 billion to clean up the spill and another S1 billion to settle claims associated with the disaster.

Bioterrorism-the use of biological agents for terrorist purposes-has become a major concern for top executives. One recent survey reported that approximately two thirds of executives are not confident that their organizations would be safe in the event of a biological or chemical attack, even though 80 percent of the organizations in question have crisis management plans in place.

It is helpful to view crisis management as a three-step process. Before the crisis, organizations should develop a crisis management team to develop and plan for worst-case scenarios and define standard operating procedures that should be implemented prior to any crisis event. For example, organization anticipating labor unrest at a company facility may hire additional security guards or contract with a private agency to provide additional security.

Proactive organizations that continually assess their vulnerabilities and threats and develop crisis management plans tend to be adequately equipped when a crisis occurs. Proper preparation requires research of the literature, of the industrial sector, and of the company itself. Information is needed to properly prepare for the crisis events. When managers understand which crisis events are more likely to occur, they can plan for the event more effectively and foster a business culture that is ready to meet the challenge if and when a crisis occurs.

During the crisis, an organizational spokesperson should communicate effectively with the public to minimize the effect of the crisis. For example, after being unprepared when Tylenol capsules were laced with cyanide, killing seven people in 1982, Johnson & Johnson improved its preparation, responding to a 1986 lacing incident by acknowledging the crisis with the public and instructing all consumers to return products for a refund. Presentations to the public should be prompt, honest, professional, and streamlined through a single person or office.

After the crisis, communication with the public should continue as needed, and the cause of the crisis should be uncovered. Understanding the cause can help executives minimize the likelihood that the crisis will occur again and improve preparation for the crisis if it does.

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Crisis Management Essay Example

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Topic: Disorders , Time Management , Decision , Thinking , Planning , Crisis , Management , Business

Published: 01/29/2020

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Introduction Lessons from historical crisis management scenarios Lesson that are most important to consider in crisis action planning include the impacts of catastrophes on the shareholder and the crisis as opportunity. The consequences of catastrophes appear to be the most significant element to consider in the effective management. One of the effects that are as a result of catastrophe is the stock price. For example, the catastrophe would result into an increase or a decrease in the stock price in the market. This would of significant value to the crisis manager when they are formulating an action plan

Considering the abnormal to be normal

It is important to consider abnormal to be normal because an individual is expected to have normal reaction to abnormal situation. This is because in most cases, crises are as a result of failure of full normal operations and abnormal operations prevail in this situation. On the other hand, a crisis society is as a result of societal demands and stress and trouble. Gender equality, artificial insemination and discrimination affect how people see their responsibilities and roles in the world.

Failure of conventional thinking

Rural Books collapsed because of the perception that it was a bigger firm than it really was. Due to the decentralization of the business operations, derivative losses were not revealed. Conventionally, they thought their accounting practices were effective but they failed to reveal the real losses. Although conventional thinking is significant in decision making, sometime it can lead to poor decision making. For instance, the conventional thinking holds that a large economy of scale is better in an organization. However, the higher the production level, the higher level of uncertainty. For instance, although one large machine encounters lower cost than many small machines, it is more prone to inefficiency than the small machines.

Crisis Management, Risk Management, and Continuity of Operations Planning

Risk management is about prediction of the potential threats and formulating the best strategy to mitigate those threats. Crisis management involves the policies of measures to mitigate the risks after they have occurred. In other words crisis management seems to be b more reactive while risk management is proactive. On the other hand, continuity of operation deals with continued performance of essential functions during a long period of potential threats. These differences are important for a manager to determine what, how, and when to put those strategies into actions.

Discuss denial, trauma, and betrayal.

Denial is a process by which individuals in various situation pretends that they are not when in fact they are. Denial occurs consciously, for instance, when a person lies to cover up, and unconsciously, for example when person sincerely believes that they have no problem. Trauma can be defined as is the experience that one’s brain perceives that it is threat psychology or physical safety and invokes feelings of extreme powerlessness, terror and utter hopelessness. It affects how people see themselves and the environment. Betrayal is violation of a convincing trust, confidence or contract that results to psychological conflict between people.

In crisis action planning, why is it necessary?

Crisis action planning is necessary because of the benefits that it can bring when properly implemented. This is because it planning will ensure that the authority is alert and ready to deal with any future threat that might present itself unexpectedly. The action plan will guide a faster decision making process that comes with directions on the steps that are supposed to be carried out in case of a disaster strike in the society. In my opinion, crisis action planning questions the authority on whether they are well prepared with resources and equipment’s of dealing with emerging threats.

Why the Impact of Rural Books' business model and system was more complex than they thought

Rural books’ business model and system was very complex than the expectation that people had about the fir. This is because the decentralization of the operations of the business led to massive derivative losses. This is because the accounting practices that they had implemented failed terribly and they were unable to show the loss that they received. My organization model is more complex that we think because it does not indicate the new consumers that ask for services in the company. This comes with a challenge of detecting the real supply and demand curves about the purchase of goods and services.

What are the four distinct styles of thinking?

The four distinctive styles of thinking include concrete sequential, concrete random, abstract random and abstract sequential. It is important to recognize these distinctive styles since they are needed in crisis action planning. This is because the policy makers have to think critically so that they decision will sound valid and useful to counteract any threat that may face the society. A perfect thinking is necessary for a perfect mind. Authors assumptions and the evolution

James, E. (Spring 2007). "Leadership as (Un)usual: How to Display Competence InTimes of Crisis". Leadership Preview. Retrieved 2010-06-22 Boin, A.; P. Hart and E. Stern (2005). The politics of crisis management: Public leadership under pressure. New York: Cambridge University Press. Barton, L. (2007). Crisis leadership now: A real-world guide to preparing for threats, disaster, sabotage, and scandal. New York, NY: McGraw-Hill. Borodzicz, Edward P. (2005). Risk, Crisis and Security Management. West Sussex, England: John Wiley and Sons Ltd.

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