 Posted: Tue 16:19, 12 Nov 2013 Post subject: louboutin STRATEGIES FOR MANAGING CRISES AND UNEXP |
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| Michael Kuma Avuglah is a Human Resources Management professional. He is the Chief Operations Officer of Ghana HR Solutions ) a Ghanaian Human Resource Consultancy with services in recruitment and organisational training and development. Ghana HR prides itself of having the employment strategies, wide range of options and resources needed to recruit professional talent on demand.At Ghana HR Solutions, we help your company find, train, develop and engage your people, with world-class human resource Solutions. We are known to work tirelessly with individuals, teams and organizations to increase performance and to realize true potential
**NOTE** - has claimed original rights on the article "STRATEGIES FOR MANAGING CRISES AND UNEXPECTED SITUATIONS" ... if there is a dispute on the originality of this article ... please contact us via our and supply our staff with the appropriate details of dispute (ie ). Managing crises and unexpected situations within the context of an organisational environment [url=http://www.par5club.com/louboutin.php]louboutin[/url] can be very challenging. Organisations the world over, are constantly faced with challenging and unexpected situations that can be devastating, and can potentially take them out of business. These situations are unplanned, very hostile and demand decisive and immediate responses. People usually prefer to work in an environment [url=http://www.sandvikfw.net/shopuk.php]hollister outlet sale[/url] where things are relatively calm, orderly and somewhat predictable. The world however is marked by increasing turbulence, problems and disorderliness which usually demands immediate attention. Organisations must create scenarios and put effective plans, solutions in place as a means for responding to these crises. The plans provide approaches for tackling emergencies, unexpected situations and setbacks that [url=http://www.lotogame.fr/hollisterfrance.php]hollister france[/url] affect their work and operations. The objective will be to minimise the impact of such occurrences by putting careful, well thought out and coordinated plans in place by taking immediate specific [url=http://www.rtnagel.com/airjordan.php]nike air jordan pas cher[/url] steps. The following, provides strategies for managing crises within the organisation and recovering from its devastation when it does occur. PREPARATION Organisations must be adequately prepared for such occurrences. Through scenarios and risk assessments an organisation can develop an effective crises management plan and a team to manage the crises. Members of the team and the entire organisation must be fully aware of the structures and plans that have been put in place as a response to potential crises. This calls for an effective communication system. The team comprises a team leader to direct the activities of the team, ensuring that they are well prepared, a spokes person to provide information on behalf of the team and the organisation in general, and an operational person to keep track of the team's activities together with other members. The [url=http://www.jeremyparendt.com/Barbour-Paris.php]barbour france paris[/url] team activates when crises occur and takes charge of the situation, serving as the control centre for managing the crises. A crises plan should be very detailed specifying steps, actions to be taken by whom when the inevitable occurs. [url=http://www.marrakech-hotel.fr]hollister france[/url] For example what occurs when there is a fire outbreak at the workplace? Who sounds the fire alarm, where do employees assemble, who calls the emergency services to ensure that employees are not in harm's way? All of these must be contained in detailed crises management plan. These details must be written and adopted for reference purposes and should be communicated to the entire members of the organisation, together with other stakeholders that have anything [url=http://www.diecastlinks.co.uk]hollister outlet[/url] to do with the organisation; these include visitors, customers, workmen, security officers etc. So for instance a fire evacuation plan will boldly be displayed at the reception of the organisation for everybody to see. 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The team tasked with managing the crises, should be able to rapidly respond to the situation and must do so effectively. There should be free information flow and the image of the organisation must be maintained. Every action must be coordinated so that there is cohesion, collaboration and collective responsibility. The organisation must present a united front by rallying support from every member of the organisation. They must have one voice and a collective approach, to demonstrate that organisational structures and operations are fully functional. This helps maintain the confidence level of shareholders, the general [url=http://www.jeremyparendt.com/Barbour-Paris.php]barbour pas cher soldes[/url] public and helps carry on after the organisation recovers from the crises. SECURITY AND REASSURANCE Once the crisis has passed, it beholds on the organisation to give a sense of security and reassure its stakeholders. It doesn't mean that serious issues should be downplayed or give a false sense of hope by passing on false information. It only means that the organisation must go out of its way to reassure all stakeholders, that [url=http://www.fayatindia.com/giuseppe-zanotti.html]giuseppe zanotti[/url] they are still in control. Organisational structures must be maintained, culture adhered to and efforts to acquire and retain customers ones must be increased. Once again regular information flow must be provided. Employers must be reassured to retain them and clients must be encouraged to stay with the business. The status quo must be maintained and the chain of command should not be tampered with right after the crises. RE-PLANNING The re-planning stage has to do with hindsight. Reports must be studied, mistakes must be reassessed and rectified and decisions weighed to [url=http://www.ttcarpets.co.uk]mulberry sale[/url] ensure that the crisis never happens. 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An organisation must constantly be prepared, playing out scenarios and conducting regular risk assessments to prevent any such occurrences from happening. It is only through such preparedness can an organisation reduce the effects of crises when they happen. Article Source: uPublish.info References: About the Author: Category: Michael Kuma Avuglah Article Feed : (c) STRATEGIES FOR MANAGING CRISES AND UNEXPECTED SITUATIONSArticle Summary: Organisations must be adequately [url=http://www.achbanker.com/hollister.php]hollister france[/url] prepared for such occurrences. Through scenarios and risk assessments an organisation can develop an effective crises management plan and a team to manage the crises. Members of the team and the entire organisation must be fully aware of the structures and plans that have been put in place as a response to potential crises. This calls for an effective communication system. Keywords: , , , |
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