Crisis Management in Manufacturing Organizations: A Detailed Report

This report examines the crucial role of crisis management within manufacturing organizations. It emphasizes the importance of proactive measures to address various threats, including data breaches, natural disasters, and equipment malfunctions. The report underscores the need for comprehensive emergency plans, tailored to the specific risks faced by different manufacturers, and the distribution of these plans to all stakeholders. It highlights the significance of crisis communication and the creation of applications to facilitate immediate access to resources and incident reporting. Furthermore, the report stresses the importance of considering the unique characteristics of the manufacturing workforce and supply chain to ensure preparedness under all circumstances, ultimately safeguarding assets, personnel, and the bottom line. The report provides a detailed overview of the key elements necessary for effective crisis management in the manufacturing sector, including the adoption of crisis management and crisis communication techniques, the creation of multiple emergency plans, and the need to be prepared for all possible scenarios. The report also includes a comprehensive list of references.

Running head: CRISIS MANAGEMENT IN MANUFACTURING ORGANISATIONS
Crisis Management in Manufacturing Organisations
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1CRISIS MANAGEMENT IN MANUFACTURING ORGANISATIONS
Importance of Crisis Management in Manufacturing Organisations:
A crisis is basically a test for any company management team which starts at the top and
is basically used to serve the interests of the management in keeping the organisation viable.
Communicating to the managers at the time of any event that might have any impact on the
business and its customer base is crucial (Mahmood et al. 2016). The concept of crisis
management is a sort of collaboration between different managers until the situation is solved to
a certain degree (Biloslavo, Bagnoli and Rusjan Figelj, 2013). A single crisis can have an
enormous impact on the organisation (Mandorf and Gregu 2014). It can pose a threat to the
employees or in certain cases even lead to closure (Beqiri 2014). Therefore it is necessary for the
manufacturing company managers to adopt crisis management and crisis communication
techniques (Loorbach and Wijsman 2013).
There are a number of threats faced by the manufacturing organisations which are
completely new and unique (Martinez et al 2010). Violent incidents, the breaches of data, natural
disasters and fire constitute the risks to the companies (Beninger 2017). Based on the nature of the
business it might also affect the chance of chemical leaks or explosions, malfunctions of
equipment, vehicle accidents and more (Kwak, Seo and Mason 2017). It is crucial to create
emergency plans for every type of crisis which the business might encounter (Alaarj et al. 2016).
Then there should be the distribution of the plans to the stakeholders (Loorbach and Wijsman
2013). In case an organisation is prepared for any sort of threat encountered the company will be
better equipped to handle emergencies and also well equipped to meet relevant government
regulations (Shaw et al 2007).

2CRISIS MANAGEMENT IN MANUFACTURING ORGANISATIONS
There need to be crisis management plans application which help employees get
immediate access to the relevant resources for emergency (Szwejczewski, Sweeney and Cousens
2016). These help the stakeholder’s report the incident reports through the app (Lu and Taylor
2017). It is obvious that a single manufacturing plan cannot work for any manufacturer. It is
likely that different manufacturing organisations will face different threats and therefore there
need to be multiple versions of emergency plans available (Dey and Cheff, 2013).
The workforce constitutes another innovative characteristic of the manufacturing industry
(Szwejczewski, Sweeney and Cousens 2016). Unlike other businesses the emergency planning
needs to be ensured to remain prepared under all circumstances (Elias and Davis 2017). The
companies need to be prepared for any sort of emergency (Tao et al. 2017). As a result the
complete supply chain will be safe which comprises the assets, the people and also the bottom
line are bound to be safe (Vamsi Krishna Jasti and Kodali 2014). The organisations need to be
prepared for all possible scenarios (Timothy Coombs and Jean Holladay 2014).

3CRISIS MANAGEMENT IN MANUFACTURING ORGANISATIONS
References:
ieeexplore.ieee.org
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4CRISIS MANAGEMENT IN MANUFACTURING ORGANISATIONS
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5CRISIS MANAGEMENT IN MANUFACTURING ORGANISATIONS
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