A CASE STUDY: "Crisis Management"
To keep assemblance of order in a company is vital in dealing with any crisis and is hardly ever the issue of the work itself but usually a human one. That's why the managerial professions came into existence; to create an environment where being fair-minded in dealing and handling emotions that humans exhibit to produced their best work.
Fair-minded in a management context is: being seen to be doing the appriopriate action for the circumstances involved.
In the study of Crisis Management in an organisation for workplace issues serves the purpose and provides the material of human behaviour and dealing with conflicts of interests before they get out of hand completely.
Crisis management techniques is lacking and sadly isn't a subject studied in depth nor much written about in this area to provide solutions in how to tackle these issues because experts and professionals including managers assume that crisis is something that happens on a large scale, it doesn't always.
Management professionals today actually fear or perhaps lack confidence using their roles and abilities due to endless legislations, unions, tribunals, compensations claims thrown at them by those who felt wronged somehow. Management hands are tied and lack the backing of support by/to and from senior management.
Those managerial skills of handling work and human pressures were the very qualities they were employed to use when hired. Also in management there is no such thing as being liked by all an sundry that's not what a manager is in a company for. Respect is harder to gain and easily lost and no one was put on this earth for everyone to lick, butter or kiss another's ass as it has a tendency to become sore, flaky and cracked even if it starts out shiny like a peach melba.
Also because those disruptive employees who have alleged "grievances" and feel they haven't been "fairly-treated" is evident in most workplaces that a crisis of staff morale usually results and will damage any organisation and it does require dealing with those who cry "not fair" when it suits them. In the workplace its a management skill to handle emotions as well as the productivity.
When in a management position it is neither the question of enforcing strict rules but applying Employee Guidelines for personnel staff to function within these "guidelines". But in dealing with a crisis it has to become autocrat in style to achieve any corporate objective of sustaining its goals or project work.
However, if companies had fixed sets of policies, it wouldn't be allowing for the innovative members of staff to adequately function that actually generate creativity to the bottom line.
The problem of psycho-analysis of human behaviour is the tendency to believe turning
the other cheek somehow solves a problem, it doesn't because it was never stated which
part of the body was being
referred to, I suppose they did in ancient days have a sense of humour too.
Damage Control is a policy most managers employ instinctively without training and they should have proper crisis management training when dealing with disruptive employees.
Having discipline is not the same as authority. Discipline can concentrate the mind to achieve things. Authority is used for action from others as well as for yourself. It only becames a weakness if the situation doesn't call for it to be used.
Using managerial power and further training in Crisis Management which is firmly in place as a strategy can only benefit a business. This shows a potential leader and qualities for any boardroom position and contributes to the goal of an organisation.
What is called for is responsive action by management in any organisational crisis.
Think cool when the crap hits the fan, rather than follow the direction as it ricohet's off. Its better than the person who practices to the letter - than the one who cites the paragraph number that proves he did everything right, after it turned out wrong....or is that neither. QED.
REFERENCE SOURCE:
Reputation Risk Management by Peter Sheldon
Green.
WEBLINK SOURCE:
The
Institute of Risk Management