 Ethical crisis management?Steve Mullins International Journal of Management and Decision Making, 2005, vol. 6, issue 3/4, 372-381 Abstract: When a decision is required with a degree of urgency that overrides the normal democratic process, there is a crisis. For example, if in the interests of "internal efficiency" a manager starves a project or department of vital resources, staff will find "work-round" solutions to achieve their various objectives. But if there is a knock-back effect and the project or department subsequently fails, the manager under crisis conditions can, and probably would, demand, at a higher cost to the business, significantly more resources than originally denied. However, the impact of this disruption is that the manager is more likely to be complimented on initial prudence and the subsequent timeliness and incisiveness of actions taken when, in reality, resources are squandered, programmes are disrupted and morale is devastated. Where situations are allowed to develop to a critical point by inactivity or self-interest, the inefficient, self-seekers and politically motivated are promoted at the expense of the organisation, profit and progress. Keywords: ethical crisis management; decision making; value; ethics; time management; progress; temperament; competitiveness; profit; personal ends; greater good. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmdma:v:6:y:2005:i:3/4:p:372-381 Access Statistics for this article More articles in International Journal of Management and Decision Making from Inderscience Enterprises Ltd |
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