BC Crisis Management & Strategic Planning In Law Enforcement Essay Part I ***The minimum word count for the entire is 1200 words and you must include thre

BC Crisis Management & Strategic Planning In Law Enforcement Essay Part I

***The minimum word count for the entire is 1200 words and you must include three scholarly sources! Scholarly sources do not count toward word count! You must use correct APA formatting to cite your sources. Be sure to read the entire assignment and address each issue/question posed. (References doesn’t count towards word count)***

Strategic Planning & the Crisis Management Team

Case Study: Mini- Case – BP Gulf of Mexico Oil Spill

1. In a narrative format, summarize the key facts and issues of the case.

2. Update the information in the case by researching it on the Internet. Focus your response on the specific issues in the case.

3. Was the Deepwater Horizon accident a problem associated more with cost cutting or with a faulty process safety culture

4. What impact did BP’s strategy have on the crisis?

5. Assume the role of Tony Hayward’s successor as CEO of BP. What steps would you take to address the crisis and rebuild BP’s reputation?

Part II

***The minimum word count for the entire is 250 words and you must include three scholarly sources! Scholarly sources do not count toward word count! You must use APA formatting to cite your sources. Be sure to read the entire assignment and address each issue/question posed. (References doesn’t count towards word count!)***

1. A crisis management team (CMT) plays a very important role in preparing and responding to any crisis. Of the eight leadership skills provided in the textbook, which two skills do you believe are the most important and why? FOR THE USE OF SAVANT LEARNING STUDENTS AND FACULTY ONLY.
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CHAPTER 4
A Strategic Approach
to
M
I
Crisis Management
L
E
S
,
Landscape Survey
The
Internal
Landscape
The
External
Landscape
Strategic Planning
Chapter 4: A Strategic
Approach to Crisis
Management
Chapter 2:
The Crisis
Management
Landscape
Chapter 3:
Sources of
Organizational Crises
Chapter 5:
Forming the
Crisis
Management
Team and
Writing the
Plan
S
H
A
N
N
Crisis
O
N
Chapter 6:
Organizational
Strategy
and Crises
Crisis Management
Chapter 7:
Crisis
Management:
Taking Action
When
Disaster Hits
Chapter 8:
Crisis
Communications
Organizational
Learning
Chapter 9:
The
Importance
of Organizational
Learning
Chapter 10:
The
Underlying
Role of Ethics
in Crisis
Management
1
9
Opening Case, Part 1: The Professor, “Arrogant Amy”
0
9
Dr. Amy Bishop arrived on the campus of the University of Alabama at Huntsville
T had a Ph.D. from Harvard and
(UAH) in 2003 with impeccable credentials. She
was by all means a rising star in the field of neurobiology.
Her new position was
S
that of a tenure-track assistant professor, a job that would require her to teach and
conduct research. A tenure-track professor at UAH has six years to make a case for
the long-term stint known as tenure. An assistant professor who is not deemed to
be a good fit may be denied tenure, at which time the assistant professor begins
anew at another institution.
In general, a tenure-track faculty member must be a good teacher and provide
a steady stream of research scholarship in the form of peer-reviewed publications.
In addition, being collegial is a term used frequently on university campuses. Albeit
81
82
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CRISIS MANAGEMENT IN THE NEW STRATEGY LANDSCAPE
subjective, the notion of collegiality means that faculty members are respectful of
their students and peers. Put a bit differently, a faculty member must be likeable,
although agreement with everything that is said at the university is not required.
Indeed, one can disagree with another colleague’s viewpoint but still be respectful
and courteous to that colleague. Professors who are overly confrontational or arrogant may find it hard to attain tenure at some institutions. Amy Bishop’s arrogant
and abrasive style rubbed many people the wrong way, earning her the informal
nickname “Arrogant Amy.” She was even known for introducing herself as “Dr. Amy
Bishop, Harvard-trained” (Wallace, 2011).
Bishop’s personal style of carrying herself did not go over well at UAH. Initially,
she was described by colleagues and M
students as funny and extroverted, but she was
not universally liked. Students complained that her exam questions went beyond
I
what was covered in the course. A petition
was circulated by students complaining
L 2010).
about her exams (Dewan, Saul, & Zezima,
Her relationship with graduate students
E was also volatile. It was generally known
that most students simply did not last long working for her in the laboratory, and
S completing their degrees. One student was
many transferred to another lab before
dismissed from her lab in May 2006.
, The student promised to return notebooks
and keys the next day, but Bishop called the campus police to address the situation
(Dewan et al., 2010).
Her erratic behavior was noted byS
a member of her tenure committee, who commented in a report that she was literally
H “crazy.” When given a chance to restate the
word crazy, the faculty member did not change his stance, stating “I said she was
A
crazy multiple times and I stand by that. . . . The woman has a pattern of erratic
behavior. She did things that weren’tN
normal. . . . She was out of touch with reality”
(Wallace, 2011).
N
In March, 2009, the university decided not to accept her application for tenure.
O
Bishop’s research was cited as being a low point. She had published one peerNand 2006, but none in 2007 and 2008. Then,
reviewed paper in each of 2004, 2005,
in 2009, she had three peer-reviewed papers, although one of them was published
in a journal that was not considered of very high quality. In addition, her teaching
1
failed to measure up to the standards desired by UAH (Bartlett, Wilson, Basken,
9
Glenn, & Fischman, 2010).
At this point in her career, it would
0 be expected that Amy Bishop would need
to move on to another institution. The career prospects, though, can be difficult
9
for some professors, as many in the higher education industry see not getting
T from that colleague’s peers (Wallace, 2011).
tenure as being the ultimate rejection
In addition, career mobility for a faculty
S member who teaches and researches in a
very specialized field can be limited. For some professors, there may be only one
or two positions each year for which they are truly qualified (Bartlett et al. 2010).
Dr. Bishop decided to appeal the tenure decision and requested that various faculty members write letters of support on her behalf. She was the main source of
income for her family and she desperately needed the job; the family was already
experiencing financial problems and had discussed declaring bankruptcy (Wallace,
2011). Despite her efforts to appeal the tenure decision, her request was still denied.
Dr. Bishop would need to seek employment elsewhere.
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Chapter 4. A Strategic Approach to Crisis Management
83
Opening Case Part 1 Discussion Questions
1. What can colleges and universities do to help their new faculty be successful in their jobs?
2. Some take the viewpoint that the institution is at fault if a faculty member
fails to attain tenure. Discuss this statement in terms of its merits.
3. Faculty members who are not granted tenure are often given a final oneyear contract before they are required to leave. What potential crisis could
emerge during that person’s last year on campus?
M
I
Opening Case Part 1 References
L
Bartlett, T., Wilson, R., Basken, P., Glenn, D., & Fischman, J. (2010, February 26). In Alabama,
E
a scientist’s focus turns deadly. Chronicle of Higher Education, pp. A8, A12.
Dewan, S., Saul, S., & Zezima, K. (2010, FebruaryS20). For professor, fury just beneath
the surface. New York Times. Retrieved July 26, 2012, from http://www.nytimes
,
.com/2010/02/21/us/21bishop.html?pagewanted=all
Wallace, A. (2011, February 28). What made this university researcher snap? Wired. Retrieved
July 26, 2012, from http://www.wired.com/magazine/2011/02/ff_bishop/.
S
H
Introduction
A
N understand both the sources of
Effective crisis management requires that managers
crisis events and the strategies needed to identify
N and plan for them. A crisis event
rarely occurs “out of the blue.” Instead, it usually follows one or more warning
O
signs. Typically, a series of precondition events occur before a crisis can commence.
N that ultimately causes the crisis
These events eventually lead to the “trigger event”
(Shrivastava, 1995; Smith, 1990). Recall that in 1984, deadly methyl isocyanate gas
leaked from a storage tank at a Union Carbide plant in Bhopal, India, initially kill1
ing more than 2,500 people and injuring another 300,000. The trigger event for
this crisis was the entry of water into a storage9tank that subsequently caused the
unit’s temperature and tank pressure to rise. Numerous
preconditions contributed
0
to the origin of this accident. These included shutting down a refrigeration system
9
designed to keep the gas cool, failing to reset the tank temperature alarm, neglectT performing the maintenance and
ing to fix a nonfunctioning gas scrubber, and not
repair on an inoperative flame tower designed
S to burn off toxic gases (Hartley,
1993). Each of these four systems was designed to help alert plant workers and
contain the toxic effects of a gas leak. Each of them was inoperable the day of the
accident.
In the evolution of a crisis, the warning signs may not be identified until it is
too late, either because decision makers are not aware of them or because they do
not recognize them as serious threats. Sometimes managers are simply in denial.
Some assert that a crisis cannot happen to their organization or that the probability
of it occurring is so low that it does not warrant spending the time and resources
84
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CRISIS MANAGEMENT IN THE NEW STRATEGY LANDSCAPE
required to prevent it (Nathan, 2000; Pearson & Mitroff, 1993). In some cases, the
warning signs are ignored altogether, even though these preconditions are signaling
an impending crisis. For example, Toyota’s unintended acceleration problem with
its Camry model was preceded by a year’s worth of problems with stuck accelerators (Institute for Crisis Management, 2011). All of this underscores the importance
of assessing crisis vulnerability, the practice of scanning the environment and identifying those threats that could happen to the organization.
In this chapter, we examine crisis management from a strategic point of view.
First we overview the challenges managers face as they assess the external environment, particularly in terms of its uncertainty. We then proceed to the heart of
identifying potential crises and employ
M the SWOT (strengths, weaknesses, opportunities, and threats) analysis, a tool that is widely used in strategic planning. We close
I the link between organizational culture and
this chapter with a short discussion on
L
crisis planning.
E
S
A Strategic Approach to Crisis Management
,
Crisis management requires a strategic mind-set or perspective (Chong & Park,
S
2010; Preble, 1997; Somers, 2009). Therefore,
understanding effective crisis management requires that we first understand
the
four key distinctions of a strategic
H
orientation perspective.
A
1. It is based on a systematic, comprehensive analysis of internal attributes,
N
also referred to as strengths and weaknesses; and of factors external to the organiN
zation, commonly referred to as opportunities
and threats. Readers familiar with
strategic management recognize thisOprocess as the SWOT analysis. Approaching
this process in a systematic manner is important because it ensures that potential
N
crises are not overlooked. Thus, we must look both inside and outside the organization as we determine the risk factors that must be confronted.
1 term and future oriented—usually several
2. A strategic orientation is long
years to a decade into the future—but
9 also built on knowledge of events from the
past and present.
0
3. A strategic orientation is distinctively
opportunistic, always seeking to take
9
advantage of favorable situations and avoiding pitfalls that may occur either inside
T
or outside the organization.
S
4. A strategic orientation involves choices, and very important ones at that.
Because preparing for every conceivable crisis can be costly, priorities must be
established. For example, resources must be spent to ensure safety in the workplace.
The expenditure of resources, however, does take money directly off the bottom
line. Because this approach is strategic, the expenditure may ensure the overall
well-being of the firm in the long run. Therefore, some expenditures should not be
viewed solely as cost items, but as investments in the future longevity (and safety)
of the company.
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Chapter 4. A Strategic Approach to Crisis Management
Because of these distinctions, the overall crisis management program must
include the top executive and members of his or her management team. The chief
executive is the individual ultimately accountable for the organization’s strategic
management, as well as any crises that involve the organization. Except in the
smallest companies, he or she relies on a team of top-level executives, all of whom
play instrumental roles in the strategic management of the firm (Carpenter, 2002;
Das & Teng, 1999).
Strategic decisions designed to head off crises are made within the context of
the strategic management process, which can be summarized in five steps (Parnell,
2013):
M
1. External analysis. Analyze the opportunities and threats or constraints
I
that exist in the organization’s macroenvironment,
including industry and
external forces.
L
E strengths and weaknesses in its
2. Internal analysis. Analyze the organization’s
internal environment; reassess the organization’s
mission and its goals as
S
necessary.
,
3. Strategy formulation. Formulate strategies that build and sustain competitive advantage by matching the organization’s strengths and weaknesses
S threats.
with the environment’s opportunities and
H that have been developed.
4. Strategy execution. Implement the strategies
A
5. Strategic control. Engage in strategic control activities when the strategies
N
are not producing the desired outcomes.
N
Crisis management is an important consideration in each step, in different
O of crises that exist in the firm’s
ways. In the first step, managers identify the sources
external environment. Typically, the organization’s
external opportunities and
N
threats are identified to determine specific vulnerabilities of concern. The threat of
online viruses and other denial-of-service (DoS) attacks, for example, may suggest
that the firm invest in upgrading firewall and1virus protection measures so that
its website is not taken offline by hackers (Robb,
9 2005). Also related to technology
is a new opportunity: the use of social media outlets in addition to the company’s
0
regular Web page. Facebook pages for organizations are common as firms seek to
9 move can be important when a
demonstrate their human side to the public. This
crisis does strike, because the company can useT
more personalized media outlets to
communicate its side of the story (Jacques, 2009).
S
Government regulations, formed in response to a previous crisis, are part of the
external environment. Following a salmonella outbreak and subsequent recalls of
tomatoes in 2008, the U.S. Food and Drug Administration strengthened inspection
and other measures to reduce the likelihood of a similar crisis in the future. Initially,
the agency focused on tomatoes as the culprit. Later, various types of peppers were
also part of the investigation (O’Rourke, 2008). Food-related firms from growers
to producers to restaurants should consider how this crisis evolved and what strategic changes might be appropriate (Zhang, 2008). Ultimately, those in the food
85
86
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CRISIS MANAGEMENT IN THE NEW STRATEGY LANDSCAPE
manufacturing industry must be knowledgeable concerning what is now labeled
food traceability, a term that requires all parties processing food to have the ability
to track inputs through the entire supply chain (Schrader, 2010).
The second step focuses on vulnerabilities within the organization that may
result in a crisis event. Typically, the organization’s internal strengths and weaknesses are identified to determine what vulnerabilities may be present. A poorly
trained workforce, for example, could lead to a workplace accident. Likewise, dubious advertising claims about one’s competitors could result in litigation. Aging
equipment is another common area of weakness.
The Chalk’s Ocean Airways crash mentioned in Chapter 3 is an example of a
company with certain strengths that
Mmade it a popular small airline over many
decades. In 2003, the airline had been cited in the Guinness Book of World Records as
I
the world’s oldest continuously operating
airline (Scammell, 2003). The company
L it flew vintage seaplanes to the Bahamas,
was a novelty in south Florida because
a feature that made it popular with E
local Bahamians who found the arrangement
convenient when returning home. Indeed, flying in seaplanes in a time of modern
S possessed. It was a visit back to nostalgic
aviation was a strength that the airline
,
times. Unfortunately, the vintage seaplanes
also embodied a weakness that was not
apparent to its mechanics: structural fatigue cracks caused by years of use. “This
accident tragically illustrates a gap in the safety net with regard to older airplanes,”
S
said Mark Rosenker, National Transportation
Safety Board (NTSB) chairman. “The
signs of structural problems were there—but
not addressed. And to ignore continuH
ing problems is to court disaster” (Vines,
2007,
p. 14).
A
The third and fourth steps concern the development and execution of the firm’s
N Indeed, some strategies are more prone
strategies at the various functional levels.
to crisis events than others. For example,
N a strategy that emphasizes global expansion into less stable emerging nations engenders a greater risk of crisis than one
O
that has a strong domestic market orientation. This is not to suggest that potential
Nrather that they be evaluated closely within
crisis-laden strategies be avoided, but
the strategic decision-making process.
The final step involves strategic control. This is an evaluative process through
1
which the organization’s managers engage in a serious assessment of the outcomes
that are occurring or have occurred9in the organization. Once the assessment is
completed, the organization must take
0 action to counter undesirable or unanticipated outcomes that emanate from the strategy’s implementation. When a strategy
9
is executed as planned, control may be minimal. When execution difficulties exist
T the nature of strategic control may need to
or unforeseen problems arise, however,
change to crisis prevention or even S
crisis response. Monitoring mechanisms must
be established so that corrective action can be initiated when necessary. Strategic
control is useful in crisis management because it often signals that a problem may
be forthcoming. For example, accounting controls can signal whether there is
embezzlement taking place in the organization. Figure 4.1 depicts how these five
strategic steps fit within the crisis management framework. Note that Chapter 3
provided the foundation for the second step in the process—examining the external landscape. This chapter builds on that discussion and also focuses on Steps 2
and 3. In the next section, we examine the nature of environmental uncertainty as
it pertains to the strategic and crisis management process.
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Chapter 4. A Strategic Approach to Crisis Management
Landscape Survey
The
Internal
Landscape
The
External
Landscape
Strategic Planning
Crisis Management
Organizational
Learning
2. Internal
Analysis
3. Strategy
Formulation
4. Strategy
Execution
5. Strategic
Control
1. External
Analysis
M
I
L
Figure 4.1 A Strategic Approach to Crisis Management
E
S
,
Understanding Environmental Uncertainty
Chapter 3 discussed a number of external sources of crises: political–legal, ecoS crises would probably not be so
nomic, social, and technologic…
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