The ceo can t afford to panic

The best solution Mr. In a short term, he needs to have as much insight into the situation as possible, Du Brin notes that effective problem solving also requires intuition and common sense. Smarten faces is that he needs to make the most ethically decision possible trying to protect the interests of different groups of people, and most probably some of the decision taken will negatively affect one or the other parties.

Would I be able to look at myself into the mirror, knowing that I could have aided and saved innocent people? Smarten needs to have farsightedness in order to understand the long term consequence his decision might bring for his coworkers, the firm and the community itself. Smarten should sacrifices the immediate interest of the firm but not an amount of unselfish concern Ciulla J.

Smarten could try to apply the six questions to evaluate the ethics of a specific decision Bentley College, These are often based on education, training, experience, ethical practices, and public stewardship, and they are designed to stand behind the mission and vision of an organization while protecting the community EM Public Safety, Public Trust,p.

The following plan is an example of how Mr. First aid stations would be set up in house or by outside emergency personnel. In the case of Kaspa Financial Services, Mr.

Courage is the leadership attribute that Mr. However, this time they will also have to rely on their ability to lead others toward what they believe would be the right thing to do.

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The only negative would be the short-term liability issues, but on the other hand this ethical decision would help create and root seed of morale within the organizations, and it will set a good example, and would be good press for the company.

This reflects farsightedness traits of leadership; to concern more on long-term result rather than immediate result Du Blin Smarten take will reflect on how trustworthy he is, his colleagues will conclude based on his actions weather he is a trustworthy leader, especially when they put themselves in the situation where one of them could be present at the bombings.

This decision is not only the ethical and right thing to do but it will also create goodwill and greater loyalty towards the organization over the long run. The executive team should base their decision on knowledge, education, training, experience, ethical practices, and public stewardship.

Smarten should make a quick and precise decision whether he should allow lending the company facilities for a triage center and temporary morgue as requested or not.

To be effective leadership, Mr.

Ceo Can't Afford to Panic

For instance he may mention the positives for his group members and the company; as it is good that no one from the group members is on sight, and fortunately the company is a few blocks away and did not have any damages DuBrin, P, Kaspa will need to maintain adequate communication between their investors, customers, and their trading desks, and they do move most of their business off site.

This reduces the impact a disaster can have on an organization. He should have reason and judgement while making decisions.Read this essay on The Ceo Can't Afford to Panic. Come browse our large digital warehouse of free sample essays.

Get the knowledge you need in order to pass your classes and more. The CEO Can’t Afford to Panic A disaster can strike at any time, but a crisis can only occur if one is not prepared.

Ceo Cant Afford to Panic

When a subway bombing occurs, CEO Gerald Smarten is faced with making an executive decision on behalf of Kaspa Financial Services and the community.

The CEO's instinct is to say yes, but as his team debates the consequences--liability issues, the effect on traumatized employees--he realizes just how complicated a decision it is.

Gerald Smarten, CEO of Kaspa Financial Services, was presiding over the regular Tuesday morning executive committee meeting in the glass-walled conference room that looked east over Massachusetts Bay. The management team was wrestling with the complexities of acquiring Huadong, a Shanghai-based investment firm.

When a bomb explodes in a train station in Boston, the executive team of a financial services firm across the street is plunged into crisis mode. No. The Ceo Can T Afford To Panic In a Time of Disaster: The CEO Can’t Afford to Panic A disaster can strike at any time, but a crisis can only occur if one is not prepared.

When a subway bombing occurs, CEO Gerald Smarten is faced with making an executive decision on behalf of Kaspa Financial Services and the community.

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The ceo can t afford to panic
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