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Introduction
The crisis management plan has been structured to deal with possible unionization or collective bargaining agreements leading to strike of the workforce in Blossoms Up. Meanwhile, the following paper investigates the crisis scenario to develop most suitable crisis management plan according to the order. Admittedly, the Crisis Management Plan can be evident to control such unintentional disruption.
The crisis management team
In order to respond to the strike situation, the role of Human Resource, top management, and legal assistance will be evident. Therefore, each of the said department must be included in the crisis management team to deal with the unwanted scenario. First of all, the demand and issue of the HR must be validated and verified to solve the crisis as soon as possible (Massey & Larsen, 2006). Other than that, the top management must identify the potential risks associated with the event. Lastly, the legal assistants attached to the business must verify the legal obligations so that any illegal steps should not be made during crisis management scenario (Pierce & Aguinis, 2005).
Policy statement
In order to initiate the crisis management plan towards a right direction, a precise policy statement is required to influence the role of the management. The policy statement will be as follows:
“Blossoms Up values the workforce’s demand more than anything else. Hence, the top management decides to arrange collaborating meetings with the workforce to come to a mutual understanding. The management of Blossoms Up urges the workforce to support ethics and laws as well. The management will identify the issues following the legal terms as well as business continuity to put an end to such crisis in the organization.”
Response from stakeholders and the media
Scope of the crisis
The effect of the strike will evidently hamper the position of the organization in the local flower market. Meanwhile, the production and marketing of the items will be dramatically reduced due to the unwanted strike of the staffs (Deckop, 2006). Clearly, the financial position of Blossoms Up will be negatively impacted due to the event. In the case of continuing strike situation, the future contacts with the clients will take a severe beating as production will be affected. Arguably, the position of the other market competitors will be boosted if the dramatic strike situation will be persisted for a longer run. Moreover, the organization is expected to control the situation as early as possible.
Policy and procedures
The agenda of the strike must be identified defining any issues related to possible unionization or collective bargaining agreements. Precisely, the crisis management team must set up meetings to decide the proceedings before arranging any meetings with the workforce. According to the legal terms, the team members must influence the representatives of the workforce to call off the strike providing some of the requirements if possible (Coombs, 2007). Strategically, the role and responsibility towards the workforce must be briefed by the working committee to control the crisis. Lastly, if the demands of the workforce are sustainable, instrumental policy support such as payment increment and other services will be included to put an end to the strike.
Response to the media
In order to deal with the media, one spokesperson and one authorized team member recognized to all workforces must be given the responsibility to answer the media questions. Herein, tactical answers must be delivered supportive for organizational status (Budge, Irvine, & Smith, 2008). Meanwhile, such internal crisis must be handled efficiently so that organizational practices will be kept secret. Most importantly, legal terms must be taken into consideration during media briefing supportive for the organizational cause.
HRM solutions
The management of Blossoms Up needs to implement certain HRM solutions in order to come out of the crisis situation and keep the organization safe from any future uncertainties. The HRM solutions to manage a strike have been presented herein below:
Implement Employee Voice Arrangement: The management of Blossoms Up need to implement employee voice arrangement that will be helpful in mitigating the issues of labor union (Deadrick & Stone, 2014). It will enable the employees to directly interact with the top level management and share their views with the organization’s head. Furthermore, it will eliminate the communication gap between the management and employee.
Conduct Collective Bargaining: The management needs to reconsider the demands of the employee union and conduct an assessment of the changes that are demanded by the workers. In order to do so, a collective bargaining must be arranged using a third party such as the trade union and communal bodies to solve the issues (Deadrick & Stone, 2014).
Implement corporate culture: There is a need of corporate culture to mitigate the issues of strike. For example, a regular communication with the employees keeps them satisfied in their job and eliminates the chances of future uncertainties (Deadrick & Stone, 2014). On the other hand, the direct interaction and good employment relationship is helpful in managing such crisis.
Response to anticipated questions from the media
Post Crisis Review
It is important for the management of Blossoms Up to conduct a post crisis management review to assess the effectiveness of the crisis management plan. It will help the management to get prepared for the future uncertainties and avoid such situation hereafter (Pierce & Aguinis, 2005). In order to assess the success of the crisis management plan, a post crisis review plan has been presented below for further consideration:
Conclusion
References
Budge, A., Irvine, W., & Smith, R. (2008). Crisis plan? What crisis plan! How microentrepreneurs manage in a crisis. International Journal Of Entrepreneurship And Small Business, 6(3), 337. http://dx.doi.org/10.1504/ijesb.2008.019131
Coombs, W. (2007). Attribution Theory as a guide for post-crisis communication research. Public Relations Review, 33(2), 135-139. http://dx.doi.org/10.1016/j.pubrev.2006.11.016
Deadrick, D. & Stone, D. (2014). Human resource management: Past, present, and future. Human Resource Management Review, 24(3), 193-195. http://dx.doi.org/10.1016/j.hrmr.2014.03.002
Deckop, J. (2006). Human resource management ethics (1st ed.). Greenwich, Conn.: Information Age Pub.
Massey, J. & Larsen, J. (2006). Crisis Management in Real Time. Journal Of Promotion Management, 12(3-4), 63-97. http://dx.doi.org/10.1300/j057v12n03_06
Pierce, C. & Aguinis, H. (2005). Legal standards, ethical standards, and responses to social-sexual conduct at work. Journal Of Organizational Behavior, 26(6), 727-732. http://dx.doi.org/10.1002/job.323
