The paper "Exploring Leadership, Occurrence of Crisis" is a good example of management coursework. Crises are perceived as either dilemmas or opportunities. Since careful management of events throughout the crises serve as opportunities for learning and developing organization, crises act as the threshold on which actions are taken. This implies that organizations are expected to first recognize the proximity of each crisis and its likelihoods, take the necessary steps in order to react or act in response to a given crisis and analyze all the decisions as well as mistakes made and learn from them.
Management after crisis involves the business recovery and continuing, market maintenance, operational improvement and resuming the businesses and stock worthiness maintenance. For every consequence caused by the crisis, it is always important for the management of an organization to move quickly to resume the business. During the Arab Spring, Buro Happold lost a lot of contracts probably due to ineffective contingency planning and irresponsible crisis management. Derived from the contracting viewpoint, such contractual losses could be prevented. Buro Happold Company faced a crisis where contracts on its projects were all cancelled due to a shortfall of investment caused by the political unrest and economic instability of the Arab Spring.
The study opens up with a discussion on the introduction and occurrence of crisis in the organization. The role of crisis management is discussed with a focus on Buro Happold as the case study where a lot of contracts were lost probably due to ineffective contingency planning and irresponsible crisis management. Some academic thinking on contingency planning is analyzed, providing its pros and cons and where it fits in with leadership in the organization with suggestive best practices as reference or source of transfer of concepts to more practical realities Buro Happold.
Recommendations are made for Buro Happold Company to implement to ensure business continuity even in its future project operation. Introduction and occurrence of crisis The major crisis causes a negative impact on the organization by damaging its reputation which in turn affect its financial performance. A crisis occurs as high-intensity nodes within the ongoing streams of social interaction and not as discrete events. Therefore, strategic measures for crisis management need to be put place to reshape organizations with significant implications to re-structure and design as the progressive proactive crisis avoidance against the reactive approach to crisis response.
Some of the positive features associated with crisis include the ability to strengthen a sense of empathy, cooperation and integrity, accelerating the change and transformation making, preventing the organization from larger crisis based on the system notification, developing strategies, new as well as innovative decisions. Organizational leaders trained in disaster management are required to integrate problem and the crisis management into their strategic planning (Jaques 2008). During the Arab Spring, Buro Happold lost a lot of contracts probably due to ineffective contingency planning and irresponsible crisis management.
Based on the contracting viewpoint, such contractual losses could be prevented. It can be argued in relation to the neo-classical theory which suggests that the general balance of the supply and demand can be maintained through the interaction of interest and profit rates. A case for Buro Happold Company where contracts on its projects were cancelled due to a shortfall of investment caused by the political unrest and economic instability of Arab Spring.
This led to a reduced rate of interest that stimulates a renewed investment of the projects undertaken by Buro Happold.
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