Introduction Firms go through crises, which can either emerge deliberately, or is produced a consequence of a complication within a specific business environment. In that light, companies must be prepared in managing such the manifestation of such issues or imply exertions in preventive activities…
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It is important to note that these events cannot be specifically prevented, as most cases come up as unexpected (Cummings, 2004). In line with this type of complexity's unpredictable nature, the consequences implied afflict conflict between the organization and its stakeholders, and hinders the firm from attaining its corporate goals. A simple problem can escalate into a crisis if not properly managed, one of which can adversely affect the organization and its operations (Bhave and Narendra, 2000). Complexity in the form of Crisis Complexities in the form of crises are usually brought about by risks, whether these have been identified by the firm or not. From a corporate perspective, the disadvantage is that these risks, regardless of its societal, economic, physical, or technological nature, has the possibility of evolving into a more sophisticated and complicated framework (Bhave and Narendra, 2000).Such a premise is supported by situations wherein the consequences of risks would not only influence a specific aspect of the business, due to the interrelated nature of business wherein one small detail can affect the whole operations in general. From this perspective, one can note that the effect of risks can either be direct or systematic, wherein both scenarios present a threat to the organization's business (Alavi and Leidner, 2001). The ubiquitous nature of risks in firms imply the need for organizations to employ problem solving approaches that are innovative, as this would serve as their guide in identifying the nature of the problem and quickly apply the most ideal and practical solution. In addressing crisis, solutions must not be applied to fix problems temporarily, as the concept of strategic decision making regards the need for solutions that would produce a long term implication. In crises events, a company can either "pay sooner or later". However, a crisis cannot be immediately solved by a perfect template designed to fix situational events (Choo, 2006). In every crisis lie external and internal factors that must be considered, as each are sensitive to the environment and the situation at hand. The evaluation and implementation process of efficient measures are also coupled by risks, which is why mitigation strategies must be carefully formulated. It is important to note that communication is key in every crisis situation, as an open and continuous communication with stakeholders exemplifies transparency and enjoins trust among the stakeholders (Cummings, 2004). Through establishing trust and transparency, the organization would be equipped the capability to effectively carry out their mitigating measures to address and manage the crisis (Gioia and Chittipeddi, 2006). The Case of Johnson and Johnson: The Tylenol Crisis The researcher has chosen the nature of complexity in corporate organizations, particularly Johnsons and Johnsons, in regards to the renowned crisis concerning Tylenol. In that light, the focus of the study is the application of Crisis Management (Rehak, 2002). The researcher aims to deconstruct the Tylenol crisis, as to how Johnsons and Johnsons resolved the issue in terms of Planning, Leading, Organizing and Controlling on a Management Perspective. The core issue of Johnson and Johnson rooted from the spiked Tylenol products, wherein the issue has aggravated and reached a national level due to the concerns of affected stakeholders (Rudolph, 2000). The incident transpired in October
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