Crisis Management System- an overview

Gaurav Sawarkar (1) , Punam Sawarkar (2)
(1) Department of Rachana Sharir, Mahatma Gandhi Ayurved College, Hospital & Research Centre, Salod (H), Datta Meghe Institute of Medical Sciences (DU), Wardha, Maharashtra, India, India ,
(2) Department of Panchakarma, Mahatma Gandhi Ayurved College, Hospital & Research Centre, Salod (H), Datta Meghe Institute of Medical Sciences (DU), Wardha, Maharashtra, India, India

Abstract

The crisis is an emergency which interrupts the manhood, leads to instability everywhere. It affects an individual, group, organisation or society etc. There are various types of crises, and everyone should have its management model and perfect plan to come out of it. Every organisation must have a crisis management system and team. This management system comprises of a task force having minimum three to four well equipped capable members, who can able to find out ways to overcome the crisis, and they should be able to succeed crisis. In a crisis, stress management is an important factor that may affect peoples as well as organisation management severely. The significant part depends on the role of people and the leaders or officials, their behaviour in a critical situation. Organisation or officials should communicate effectively with needy peoples, helping members, task force, media persons to tackle the situation meticulously, as communication is the best way-out to minimise the interpersonal conflicts. Organisation personnel must coordinate with the media to provide time to time accurate information. So, cumulatively crisis management comprises of capable task force team, cooperative peoples or officials, excellent communication, stress management practices, diplomate person who deal with media and well-equipped organisation.

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Authors

Gaurav Sawarkar
drsawarkar.gaurav@gmail.com (Primary Contact)
Punam Sawarkar
Gaurav Sawarkar, & Punam Sawarkar. (2020). Crisis Management System- an overview. International Journal of Research in Pharmaceutical Sciences, 11(3), 4750–4755. Retrieved from https://ijrps.com/home/article/view/1208

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