Management
by crisis has become one of the most popular terms. These people
allow a crisis to develop and then act upon it. They never try to
anticipate a crisis, but act only when the full-blown crisis
arrives. Why do they manage like this? They behave in this way
because they subconsciously enjoy fighting crisis, and for that they
manufacture one.
A
good manager has few important tasks. To set goals, to achieve them,
to manage resources effectively, to anticipate problems, to
fight them if they come un-announced, to think and plan of future and
to prepare the organization to stay ahead. Some managers ignore the
problems when they are small. Instead they pay their total attention
to achieving given work. They sometimes believe that a problem may
get solved in the course of time.
Sometimes
that does happen, but most of the times, it does not. At that point
they have a crisis with them that needs immediate attention. They
then leave all other work and put all the resources of the
organization to fight the crisis. After fighting the crisis they
present the case study to top
management about how they fought the crisis successfully. Most of
the top managers don't ask - why was the problem not tackled in
infancy, but applaud the manager for doing excellent fire fighting.
If
you know that the electrical wiring in your building is old and needs
immediate repair, why ignore it? Why not get it replaced in time? But
that will never be recognized. That will be classified under general
maintenance. If afire engulfs the building and you are able to save
most of the precious papers, you will be applauded. This looks very
improbable, but look around you and you will find a person with these
characteristics.,
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