THEETHARAPPAN ASWIN

MADE
BY
THEETHARAPPAN ASWIN
 The process by which a business or other
organization deals with a sudden emergency
situation.
 The study of crisis management originated
with the large-volumes of industrial and
environmental disasters in the 1980s
 The best example of
crisis management in
Red Organization
Tuticorin massacre .
 Where the decision for
shooting down the
protesters were taken by
whim.
 Till now the death toll is
unknown
 He is Chief of Indian
Army General Bipin
Rawat.
 The decision taken by
him needs to followed
from Lt General to
Sepoy in Indian Army.
Without questioning it.
 In crisis a task force of
select advisors might
meet confidentially to
advise the CEO and
board.
 Decisions are typically
communicated after
they are made and then
expected to be
implemented swiftly.
Day-to-day decision
making down to
frontline workers who
can make them without
management approval

For far-reaching decisions,

consensus is valued, and
sought, by senior
management before they
act

. For highly
contentious and
time-sensitive
decisions, it may be
that the CEO steps
in, suspends the
consensus model,
and makes a top
down
 In the Teal paradigm, the final decision is made
by consulting each and every member in the
team.
 Sense of trust is developed among team
members .
 Advice process, which distributes decision-
making .
Self
Manage
ment
+
Wholen Teal
ess
+
Evolutio
nary
purpose
CEO of FAVI, Jean-Francois Zobrist asks everyone on
the shop floor for help in the wake of the first Gulf
War.
Joe de Blok averted a cash crunch by asking his nurses to
work harder
AES suspends the advice process as
gracefully as possible