Essays on Managing Organizations at Times of Crisis Case Study

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The paper 'Managing Organizations at Times of Crisis' is a great example of a Management Case Study. Crisis management in an organization is very critical since it entails reducing the occurrences and impacts of unforeseen events in the entire life of an organization. Currently, the organization of managing crises, emergency management, and business continuity majorly depends on administrative controls. Therefore, a manager is believed to play a bigger role in ensuring there is a positive response to managing emergencies that may occur during business operations. In crisis management, the most likely threats that an organization is most likely to face in the future include financial loss by disrupting its activities, product harms and industrial accidents, and organizational reputation damages (Alfonso, 2008 p. 150).

Therefore, this paper reflects on the efforts and analysis effected by managers in planning and strategizing on the future corporate crises. Transformational Leadership Style Transformational leadership is found in management levels. And it consistently believes that a leader at the management levels should work with his juniors to share a vision that may guide them in identifying the required change, to change through inspiration, and to execute notable changes with committed team members.

Nielsen et al. state (2008) all the remarkable changes come along with subordinate’ s self-reliance and self-sufficiency over certain jobs in an organization. Consequently, as a result, leaders must be able to train and inspire organizational members to go beyond their work goals. Such progress comes with proper decision making from the junior through their leaders’ motivations. Therefore, the emergence of a new leadership notion known as transformational leadership. Transformational leadership as compared to other leadership styles remains considered to be an effective method of dealing with the future organizational crisis.

Since this type of leadership rotates at all levels of the organization including, teams, departments, divisions, and the entire team it then gets related to positive results about other leadership forms. In contrast to transactional and laissez-faire leadership styles, transformational leadership is a procedure in which leaders and followers push one another to higher levels of motivation and ethics. It indicates that a mutual relationship between leaders and staff exists (Javed, 2012). The reciprocal relationship between the managers and the subordinate is essential since the cohesiveness of the management team justifies the improbability of crises occurring.

With this determination, there would be proper planning for crisis management. In establishing crisis management plans, an organization needs to define leadership styles it applies in its operations. Determining leadership style is so crucial in identifying crisis management plans (Judge, 2008). Furthermore, leadership and emergency management are closely related and so, the best leadership technique pushes for better response to difficulties. Contrary to transactional leadership styles, transformational leadership is vital during times of uncertainty.

Leaders who use transactional leadership skills focus on the use of punishments and bonuses to motivate the subordinate staff towards accomplishing and changing the outcomes of organizational difficulties. Nevertheless, transformational leaders work towards transforming the future by providing higher manager job performances to the followers in management groups while transactional leaders lead towards inoperative job performances. Unlike transactional leaders who only focus on maintaining the organizational image, transformational leaders work towards a determined objective of organizational progress of reducing the number of threats that are likely to occur in their business operations.

On the other hand, leaders who apply laissez-faire leadership style avoid making decisions and also abdicate their responsibilities when an organization is about to face uncertainties. And therefore, the junior staff working under this kind of leadership are left with the burden of executing the management tasks. Transformational leaders rather involve the employees in making long-term decisions rather than concentrating on short term issues. According to Chaudhry (2012), the use of a laissez-faire leadership style has created several adverse effects on crisis management response amongst the employees.

References

Alfonso, G.H. and Suzanne, S., 2008. Crisis Communications Management on the Web: How Internet‐Based Technologies are Changing the Way Public Relations Professionals Handle Business Crises. Journal of Contingencies and Crisis Management, 16(3), pp.143-153.

Chaudhry, A.Q. and Javed, H., 2012. Impact of transactional and laissez faire leadership style on motivation. International Journal of Business and Social Science, 3(7).

De Vries, R.E., Bakker-Pieper, A. and Oostenveld, W., 2010. Leadership= communication? The relations of leaders’ communication styles with leadership styles, knowledge sharing and leadership outcomes. Journal of business and psychology, 25(3), pp.367-380.

Jaques, T., 2007. Issue management and crisis management: An integrated, non-linear, relational construct. Public Relations Review, 33(2), pp.147-157.

Johansen, W., Aggerholm, H.K. and Frandsen, F., 2012. Entering new territory: A study of internal crisis management and crisis communication in organizations. Public Relations Review, 38(2), pp.270-279.

Judge, T.A. and Piccolo, R.F., 2004. Transformational and transactional leadership: a meta-analytic test of their relative validity. Journal of applied psychology, 89(5), p.755.

Nielsen, K., Yarker, J., Brenner, S.O., Randall, R. and Borg, V., 2008. The importance of transformational leadership style for the well‐being of employees working with older people. Journal of advanced nursing, 63(5), pp.465-475.

Pawar, D., 2014. Styles of Leadership. International Journal of Research in all Subjects in Multi Languages, 2(7), pp.12-14. [Online]. http://raijmr.com/wp-content/uploads/2014/08/4_12-14-Prof.-Digesh-V.-Pawar.pdf, accessed 4/26/2017

Smith, D. and Elliott, D., 2007. Exploring the barriers to learning from crisis: Organizational learning and crisis. Management Learning, 38(5), pp.519-538.

Veil, S.R., 2011. Mindful learning in crisis management. The Journal of Business Communication (1973), 48(2), pp.116-147.

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