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[Answer] Managing an Organization During a Crisis Essay

[Answer] Managing an Organization During a Crisis Essay

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Managing an Organization During a Crisis Essay

The executives of a company must demonstrate their dedication and support their staff and customers during any crisis. As the senior leadership team’s representatives in these tragic circumstances, we will seek to support good changes, fix recent errors, and motivate our staff to enhance all of our systems, particularly the safety requirements (Holtom et al., 2020). We reassure you that we are actively engaged in the situation and bearing joint responsibility for the problem and that we will act and communicate in a transparent manner.

We are prepared to hear any input from both our staff and clients, and we will communicate with them more frequently. You can submit a comment for our employees on a secure internal communication channel, anonymously or not, and it will be answered by the appropriate department. Moreover, customers can reach us via phone at 1-800-123-1234 or via email at customerservice@fast& We will update and improve all of our systems using the comments and data we get about the current situation.

We need to make a video message expressing our company’s concerns and regrets about the unfortunate death of a young child to mitigate the crisis’s adverse effects and improve our condition. We will discuss the new safety procedures that our business will implement in the video to ensure that a situation like this never occurs again. We shall also apologize to the child’s family, friends, present and potential clients, staff members, and the entire community for not living up to their trust. For a while, we’ll post our daily video message to our website, Facebook, and Instagram sites. Additionally, we will request that our video apology be broadcast every day on a number of TV stations, including news channels.


Holtom, B., A. C. Edmondson, D. Niu. (2020). 5 tips for communicating with employees during a crisis. Harvard Business Review. Web.

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