Strategic Decision Making in Organizational Crisis and Comparison of Classical and Behavior Decision-Making Models

RUNNING HEADER: Academic essay
Academic essay
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RUNNING HEADER: Academic essay
Critically analyses and discuss how strategic level managers or board of directors made
critical decisions in times of organizational crisis
An organization crisis brings to the test the decision-making skills of a firm's management and
workers. If the strategic manager is not quick and careful to make an informed decision it can
lead to long-term consequences. A manager is for instance required to communicate often to the
suppliers and clients in order to be quite honest and open (Bratton & Gold, 2017,p.111). This is
because they should not learn about the crisis from the media as it would result to their loss of
trust in the organization. A critical and a significant component of crisis management in a
specific firm is the through establishment of quick succession plan. This is done in case the
manager is abruptly unable to perform the responsibilities diligently. This entire plan involves
selling of the firm and transference of shares and ownership. The managers should seek critical
advice from experts on the field of emergency management
Strategic level managers do the following in order to control the vats information and existing
communication channel environment within the firm (Booth, 2015, p.78). The manager should
utilize the following Principles on how to deal with an organization crisis
 Leading in an ultimate decisive manner. He should gain the existing situational
awareness by collecting all the necessary information, evidence and investigate facts of
the prevailing incident. This is done to minimize the levels of dilemma and uncertainty.
 Continuously frame the crisis. He should have a plan that incorporate clear objectives.
 Maintain active communication. The manager should keep the stakeholders of the firm
such as customers, clients, agents, creditors and suppliers well informed of the crisis
event (Van Dooren, Bouckaert & Halligan, 2015, p.99).