Crisis management has become an appreciated device for preventing and dealing with emergencies and adverse situations in business. However, some branches of the economic sectors still consider it unnecessary, such as suppliers in the automobile industry (Burns & Marx, 2014). Unfortunately, such an approach might be destructive not only for the suppliers but also for the organization with which they cooperate. In the essay, the strategies of preparation for change are viewed on the example of the terrorism threat.
Hence, some strategies for dealing with sudden changes can be discussed. As such, the first step is to recognize all the possible threats to a company and prepare for them “through technological design, organizational strategy, effective management, and organizational culture” (Ojha et al., 2013, p. 183). Next, it is necessary to implement technological changes to lessen the probabilities of mistakes and massive failures in adverse situations. Finally, training the employees for the cases of emergencies and changes is essential.
One can view terrorists’ attacks as a case of an emergency for which a company should be prepared. For example, the attacks on public institutions might be made by terrorists who are politically polarized since usually, these institutions are full of political figures that these people target. To prevent the casualties and long-term consequences in the workers’ lives of such institutions, the guard should be installed in place. It is also necessary to train the employees to behave accordingly under attack.
Thus, it could be concluded that the best strategy for avoiding misfortunes in an organization is to be prepared for them. In turn, this includes creating a system that would not be of a massive structure that cannot sustain itself if one component is not working. Hence, some technological improvements designed by the crisis managers are not just helpful but required. Training for the employees is also of the most demanded matters in a company that wants to reduce the environmental risks.
References List
Burns, K. F., & Marx, T. G. (2014). Crisis management planning among tier 2 automobile suppliers: Why suppliers fail to plan. Journal of Contingencies and Crisis Management, 22(2), 108–112. Web.
Ojha, D., Gianiodis, P. T., & Manuj, I. (2013). Impact of logistical business continuity planning on operational capabilities and financial performance. The International Journal of Logistics Management, 24(2), 180–209. Web.