Ingles

1. Crisis Management

Is the process by which an organization deals with a major event that threatens to harm the organization, its stakeholders, or the general public. The study of crisis management originated with the large scale industrial and environmental disasters in the 1980's. Three elements are common to most definitions of crisis: (a) a threat to the organization, (b) the element ofsurprise, and (c) a short decision time. Venette argues that "crisis is a process of transformation where the old system can no longer be maintained." Therefore the fourth defining quality is the need for change. If change is not needed, the event could more accurately be described as a failure or incident.

In contrast to risk management, which involves assessing potential threats and findingthe best ways to avoid those threats, crisis management involves dealing with threats after they have occurred. It is a discipline within the broader context of management consisting of skills and techniques required to identify, assess, understand, and cope with a serious situation, especially from the moment it first occurs to the point that recovery procedures start.

2. Management StylesManagement styles are characteristic ways of making decisions and relating to subordinates.This idea was further developed by Robert Tannenbaum and Warren H. Schmidt (1958, 1973), who argued that the style of leadership is dependent upon the prevailing circumstance; therefore leaders should exercise a range of management styles and should deploy them as appropriate.

Autocratic
AnAutocratic style means that the manager makes decisions unilaterally, and without much regard for subordinates. As a result, decisions will reflect the opinions and personality of the manager; this in turn can project an image of a confident, well managed business. On the other hand, subordinates may become overly dependent upon the leaders and more supervision may be needed.
There are two types ofautocratic leaders:
* the Directive Autocrat makes decisions unilaterally and closely supervises subordinates;
* the Permissive Autocrat makes decisions unilaterally, but gives subordinates latitude in carrying out their work

Paternalistic
A more Paternalistic form is also essentially dictatorial; however, decisions take into account the best interests of the employees as well as thebusiness. Communication is again generally downward, but feedback to the management is encouraged to maintain morale. This style can be highly advantageous when it engenders loyalty from the employees, leading to a lower labor turnover, thanks to the emphasis on social needs.

On the other hand for an autocratic management style the lack of worker motivation can be typical if no loyal connectionis established between the manager and the people who are managed. It shares disadvantages with an autocratic style, such as employees becoming dependent on the leader.
A good example of this would be David Brent or Michae Scott running the business in the fictional television show The Office.

Democratic
In a Democratic style, the manager allows the employees to take part in decision-making:therefore everything is agreed upon by the majority. The communication is extensive in both directions (from employees to leaders and vice-versa). This style can be particularly useful when complex decisions need to be made that require a range of specialist skills: for example, when a new ICT system needs to be put in place, and the upper management of the business is computer-illiterate. Fromthe overall business's point of view, job satisfaction and quality of work will improve. However, the decision-making process is severely slowed down, and the need of a consensus may avoid taking the 'best' decision for the business. It can go against a better choice of action.
As the autocratic leaders, democratic leaders are also two types i.e. permissive and directive.

Laissez-faire
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