个人陈述代写-建立更好的弹性机制的建议

　　在本篇个人陈述代写-建立更好的弹性机制的建议中可以看出，在不断的基础上建立一种弹性的组织文化，使组织为最可避免和最难以面对的危机做好准备。这可以通过引入一种新的基于培训的文化灌输来实现。通过对危机的感知、对危机质量的理解和想象来进行准备，可以使危机的解释更有可能，从而降低缓解的成本。接下来有关个人陈述代写-建立更好的弹性机制建议如下：

　　Constant reminder of the external and internal crisis possibility to the employees and partners is a novel way of exercising the extent of readiness of the company to become resilient (Paliwoda, Andrews and Chen, 2013).

　　Accepting that a crisis could arrive unannounced makes the preparatory process embraceable by most employees. Acceptance and amendment are processes that can build organisational resilience to an extent that is capable of defending organisational decline.

　　Keeping the organisational culture and structure in such a way that disallows any breeding of unethical internal practices could deter most avoidable crisis, such as the Tesco accounting scandal.

　　Resilience mechanisms must not be a management level tool, but be imbibed in each employee’s conduct, as if it becomes an area of concern before each employee action, and every action considers all eventualities (Pride, 2017). This makes the crisis deterrence more often than occasional.

　　Being mindful of all crisis and its elimination comes with the gifts of a crisis-free environment. Being mindful can make resilience implementation practical, flexible, and also strengthen its probability of surpassing the crisis. This must be made into an organisational culture.

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