These are the people who consider and access an organization’s vulnerability to crisis and give crisis alleviation directives. The global economic and social climate is very challenging because of many standard operational risks to organizations. Roles of such teams are;
Crisis sensitivity: This team highly detects any risks likely to happen in the future. This literally saves lives, money and the organization from devastation. Companies have an increasing responsibility to their customers and shareholders to demonstrate their own values and success through crisis management regardless of the external challenges.
Preparation for the crisis: If any signs of a crisis are detected, the team applies its strategies immediately. Organizations with these teams deal with crisis quickly and at low cost because they create early preparations for unplanned events (Steve, 2005).
Crisis encounter: In the event of a crisis situation, the team struggles to stop the severity of the crisis and restores the situation to normalcy. Solving starts with the most severe issues. The team therefore prevents the problem from going to the extreme end of paralyzing the organization thus keeping the problem under control (Jack, 2002).
Healing function: The team ensures operational assurance during and after a crisis, and creates an optimal outcome for the company’s employees, customers and its reputation. There is an assumed trust that the company’s team will deal with crisis adversity with foresight and confidence. The team therefore ensures the recovery of the possible losses. Evaluation: This happens after the crisis. It is wise to find out what was lost or gained through the process. They therefore perform a cost benefit analysis to establish the new position of the organization. They also take this opportunity to access their efficiency in crisis management in terms of time and resources spend on saving the situation. Generally, the crisis management team plays a predominant role in creating fundamentals that strengthen the organization from possible negative impacts of crises and risks (Jack, 2002).
Jack, G (2002) Crisis Management. London, Routledge
Steve, F (2005) Crisis Management. New York, Prentice Hall