This is a paper on leadership and crisis management at an organization. It takes the form of a series of questions about the ideal way to manage a crisis, including the construction of contingency plans to ensure that the organization remains operational in the wake of a variety of disasters. It explores how the organization responds to damage to the environment, facilities, and potential injuries.
¶ … leadership, have the necessary abilities to assess the potential numbers and types of injuries (to people, animals, and the environment) associated with any crisis?
I would say that my organization does have these capabilities of assessment in regards to its people and its facilities, if confronted with most natural disasters common to the area. Of course, manmade disasters can be more difficult to predict in terms of the number of people they may affect and their general scale.
Our organization has the capabilities required to treat whatever injuries might result.
Our organization has contingency plans to coordinate treatment efforts with local emergency personnel.
Our organization's values system or culture gives priority to treating injuries promptly.
Yes. Whenever someone has had a health crisis during the workday, everyone immediately stops what they are doing to find him or her assistance.
Q4. Our organization gives priority to covering up or denying a crisis.
This is more difficult to predict. In general, the organization does not value secrecy over transparency and is open about disclosing problems. Regarding minor problems, the organization has been effective in addressing expressed employee concerns in a meaningful way in the past, so I would answer no.
Q5. Legal considerations do not override ethical and human concerns.
Yes. For example, when one employee was going through a personal crisis, the organization allowed her to take time off to deal with the issue, and did not simply adhere to the 'letter of the law' regarding leave policy.
Q6. Our organization has a trained crisis management team (CMT) that can assemble quickly and make effective decisions.
No. A formal CMT is not currently within the organizational budget.
Q7. Our organization has the capabilities to investigate and determine (a.) the precise type or nature of whatever crisis could occur (b. Other early warning signals that proceed each type of crisis (c.) whether such signal were blocked or grounded (d.) the exact, human, organizational, and technical causes of a crisis.
This is true in some instances. Regarding the computer systems required for the company to operate, there are risk management exercises in terms of how the Intranet use is monitored. There are crisis management plans to deal with backing up data. In terms of natural disasters, the common ones endemic to the area are planned for: however, formal, large-scale crisis planning is not a routine part of the work schedule.
Q8. Our organization has properly designed, constantly maintained, and regularly tested damage containment systems in place.
Drills regarding emergency preparedness have been conducted, in terms of employee behavior and also how managers can ensure that the minimal amount of work is lost.
Q9. Our organization has backup manufacturing equipment and computers so that it can resume operations as quickly as possible.
Yes. Backing up data is given great priority when training new employees in the organization's standard operating procedures, as is training employees about how to search the web and to use email to minimize exposure to threats.
Q10. Our organization has recovery mechanisms to restore full site and organizational operations.
Yes, there is a backup generator to ensure that some power can be restored to make it easier for staff members to work to restore the facility to a fully operational status. There is also a number employees can call to be updated, regarding the operational status of the facility.
Q11. Our organization has recovery mechanisms to restore the surrounding community and environment.
Our organization is not a facility which would pose a high safety threat to the surrounding community, even if it were compromised (unlike, for example, a chemical plant). Our organization has strong community ties and has always striven to give back to the surrounding community through service efforts. There are no formal recovery mechanisms in place; however I would note that the organizational philosophy is one of honoring the needs of the community and the environment, as well as serving the immediate demands of profitability.
You’re 85% through this paper. Sign up to read the full paper.
Sign Up Now — Instant Access Already a member? Log inAlways verify citation format against your institution’s current style guide requirements.