Crisis in a business organisation; Brookside Dairy Company
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Organizational leaders often see crisis as a uniformly negative event that should be avoided at all costs. They often focus crisis management efforts on trying to predict every negative situation that could possibly occur and developing a plan to avoid them. Such an approach is impractical according to researchers Antonacopoulou and Sheafer (2011) because unexpected crises are an inevitable part of business. Moreover, they propose “a dynamic view of learning and crisis as central to management and organization practices” (p. 4). Crises, they say, not only happen during large-scale disasters but also occur on a smaller scale each time someone is pressured to make a decision for which prior solutions are inadequate. These situations force people to “make new connections” among existing knowledge to arrive at novel solutions. Research such as this suggests that crises can be learning opportunities.
To prepare, identify a crisis the organization that you chose for your SSP (Brookside Dairy Company ) has faced in the past, a crisis that it is currently facing (Brookside Dairy Company ), or a crisis that a competitor in that industry has faced that your selected organization may face in the future (Brookside Dairy Company ).
By Day 3 of Week 7, post a two page explanation of the crisis that you selected and a crisis management response recommendation.(Brookside Dairy Company ) Include an analysis of the ethical implications of that recommendation. Reference at least one scholarly peer-reviewed resource in your recommendation.
*******please take note all these questions and requirement has to be answered on Brookside Dairy Company . That is the company I chose to do my SSP on. Please follow instructions carefully !!!
SAMPLE ANSWER
Business
Crises are inevitable in organizations, even though many managers see them as uniformly negative events. Focus should not be on management of these crises, but should be used to develop a suitable plan to avoid them. The author uses Brookside Dairy Company as a case study in deliberating on aspects concerning crisis, recommends a crisis management response, and includes an analysis of ethical implications of the recommendation.
Brookside Dairy Company is one of the major dairy producing companies in East Africa with operations in Kenya, Uganda, and Tanzania. It deals in fresh milk as well as dairy products; some exported to other countries such as Rwanda, Egypt, Middle East, Burundi and Indian Ocean islands (Brookside Dairy Limited, 2014). The company’s competitors have faced a number of crises that Brookside Dairy Company should develop plans to avoid experiencing the same in future. One of the crises is employee go-slows because of low salaries that jeopardizes the operations of the company.
Employees have a right to better working environment and to engage in go-slows and strikes if their rights are beached. The management, on the other hand, has the responsibility of ensuring that their employees work in a conducive environment as this enhances job satisfaction translating into higher productivity. Therefore, many entities in Milk production have faced such crisis that has had negative impacts on their operations and profitability. Advance planning on how to manage such crises helps to avoid the consequences that negatively impacts on an entity. A lot of time is normally wasted during such periods that could have otherwise put into valuable use.
Understanding appropriate crisis management strategies contributes to successful management of a crisis. The appropriate crisis management recommendation to handle such a crisis is to engage in effective communication (Gupta, 2011). A communication plan is required to allow the management of the company and the leadership of employees to come to a consensus. Through communication, the two parties will create an understanding and will forge an appropriate way of solving their issues. The company is required to appreciate the contribution of their workers and ensure that it honors its promises on salary increments and on working conditions of workers. Similarly, the leadership of employees should also allow negotiation and provide appropriate direction to their fellow workers. These steps will help to avoid go-slows and, therefore, the operations of the company with continue normally without having to jeopardize the company profitability.
A crisis management option should also consider its ethical implications to the various stakeholders. The recommend response has ethical implications as it promotes or exemplifies care. By engaging all the stakeholders in the communication process to secure, a tangible solution is an indication of fairness and justice to all the parties (Tase, 2012). Employees have a right to ask for better pay and working terms. Likewise, the organization’s leadership has a right to be listened to and respected by employers. Therefore, through this relationship and open communications, both parties will be satisfied and will remain committed to the achievement of the entities goals and objectives (Veil, 2011). Workers through this agreement will not consider going on a go-slow hence, the company will not have to incur huge losses. The workers plights and complaints will also be considered in a better way helping reach an amicable solution.
Therefore, it is apparent that crisis is inevitable. This crisis may develop over duration of time or may arise instantly affecting the operations of an entity. Managers should, therefore, learn from crises that face their counterparts to be in a potion to develop appropriate strategies to counter such crisis when they happen in their entities. Crisis therefore, should be an opportunity to learn and to gain more experience on better preventive measures. Any decisions taken should consider ethical consequences to ensure that conflicts of interest do not happen.
References
Brookside Dairy Limited. (2014). About the company. Retrieved from: http://www.abraaj.com/images/uploads/newspdfs/BROOKISDE.PDF
Gupta, R. (2011). Corporate Communication: A Strategic Tool for Crisis Management. Journal of Economic Development, Management, IT, Finance & Marketing, 3(2): 55-67.
Tase, D. (2012). Procedural and Systematic Crisis Approach and Crisis Management. Theoretical & Applied Economics, 19(5):177-184.
Veil, S. (2011). Mindful Learning in Crisis Management. Journal of Business Communication, 48(2):116-147.
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