Thematische Bibliographien / Crisis Management Model

Inhaltsverzeichnis

  1. Zeitschriftenartikel
  2. Dissertationen
  3. Bücher
  4. Buchteile
  5. Konferenzberichte
  6. Berichte der Organisationen

Auswahl der wissenschaftlichen Literatur zum Thema „Crisis Management Model“

Autor: Grafiati
Veröffentlicht am 23. Juni 2021
Zuletzt aktualisiert am 13. Februar 2022

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Zeitschriftenartikel zum Thema "Crisis Management Model"

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V. Zhukov, Dmitry, and Chiara Sardo. "A conceptualized model of crisis management for small hotel companies." International Journal Of Innovation And Economic Development 1, no. 5 (2015): 53–61. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.15.2005.

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With the increased globalization and interconnectivity, no economy of the world is able to stay immune to recessions. Similarly, recessions and crises are part of normal business cycle and hospitality industry is not an exception to it. Therefore, development of a crisis management system in the field of hospitality management has become very relevant. Several models have been developed to deal with the necessity of implementing successful crisis management strategies in hotel industry. However, no specific model has been conceptualized for small hotel companies, which, because of their peculiarities, require ad hoc crisis management strategies. Indeed, the small hotel companies are less resistant to crises because of inner characteristics: fewer resources and less specialized management. After reviewing the literature and by taking into consideration the specific characteristics of small hotels, a conceptual model is proposed in this paper. The model has been conceptualized in order to provide a highly flexible and universal tool, that can be adopted by various hotels in different countries and that can address different types of crisis, in different stages by using different approaches. This four stage model has been developed especially regarding the preparation stage and the crisis warnings’ detection: Indeed, preparation is the first step to a successfully crisis management strategy. A further ability of this model is linked to the possibility of working with potential crisis and to turn them into business opportunities.
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Gryzunova, E. A. "MODELS OF GOVERNMENTAL CRISIS COMMUNICATIONS AND INFORMATION MANAGEMENT." MGIMO Review of International Relations, no. 6(33) (December 28, 2013): 225–29. http://dx.doi.org/10.24833/2071-8160-2013-6-33-225-229.

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The research deals with the information system of public administration aimed at decision-making and communication with the society in a crisis. The system’s functionality depends on adequacy of goal-setting and on correspondence of the chosen strategy to a crisis type which differ by social response. The author substantiates traditional model of crisis communications and information management for solving conflict crises, while consensus crises require participative model, and polemic crises are recommended to be managed by negotiation and dialogue facilitation model. The negotiation and dialogue facilitation model for managing polemic crises is aimed at realization of a communicative action concept advocated by J. Habermas. As long as modern complex crises require participation of multiple actors which have different visions of a crisis situation and specific interests, “crisis decision making in such context can be seen as a negotiation process” [16]. On the level of information processing the primary step is to discover both major crisis tendencies in each of the core social systems, and social groups whose opinions and interests should be considered. After that definition of possible crisis triggers, forecasting and crisis planning are realized taking into consideration interests and expert recommendations of different social groups’ representatives. Two basic ways of coordination are suggested: public discussion of issues, or collaborative problem-solving. The first way requires organization of a public dialogue in a form of discussion, citizen jury, or negotiations. Coordination through collaborative problem-solving implies fragmentation of a complex subject which means reducing it into concrete practical questions that require discussion and decision-making. Communication within the framework of the described model is remarkable for the supra-communicative practice of facilitating the interaction of the crisis management participants.
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Čelesnik, Goran, Mladen Radujković, and Igor Vrečko. "Resolving Companies in Crisis: Agile Crisis Project Management." Organizacija 51, no. 4 (2018): 223–37. http://dx.doi.org/10.2478/orga-2018-0023.

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AbstractIntroduction and purpose: In practice, the existing models of tackling companies’ crises are still lacking effectiveness and efficiency. The agile crisis project management model (ACPM) is based on the crisis project management doctrines, which we upgraded with the principles and methodologies of agile project management. It was developed for the resolution of such crises.Methods: Relying on scientific knowledge and in accordance with the defined research problem, we decided to use the qualitative research methods while using a method of highly structured interviews for data collection. A comparative case studies method was used for the comparative comparison of effectiveness and efficiency among the sample companies, which were divided into groups A and B. Companies in group A used the non-project approach, the traditional project, and/or the hybrid non-project–traditional project approach (CM approach) in implementing the planned measures and activities in the restructuring process and/or renovation; companies in group B used the agile project and/or the hybrid agile project–traditional project approach (ACPM approach).Results: The studied companies facing crises used various implementation approaches for the planned measures and activities within the framework of the crisis solution. The companies using the ACPM approach (group B) completed their restructuring and/or renewal process more quickly and were more effective and efficient after the crisis than during the pre-crisis period. At the same time, their net sales growth was also higher than the growth of companies using the CM approach (group A).Conclusion: The article demonstrates the results of the research, which studied the effectiveness and efficiency of resolving the sample companies’ crises. In accordance with the research results, we conclude that supplementing the crisis project management with an agile project approach when resolving company crises positively affects the efficiency and effectiveness of companies after the crisis.
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Samniar, Bintang Ayu. "IMAGE MANAGEMENT MODEL IN COMPANY CRISIS." Komuniti: Jurnal Komunikasi dan Teknologi Informasi 8, no. 1 (2017): 35. http://dx.doi.org/10.23917/komuniti.v8i1.2931.

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For the sustainability of the company in Indonesia, triple bottom line concept (people,planet, profit) have to be adding in every company, especially mining company. This concept usually be realized by Corporate Social Responsibility (CSR) department, just like in PT Pamapersada Nusantara (PAMA) District KPCS, East Kalimantan. This research type is descriptive qualitative, which give readers explanation of the situation in facing crisis in 2010 by CSR PAMA KPCS. For explain this, writer used Crisis Pre-Emptive: Image Management Model by Augustine Pang, because the CSR concept which explored by writer is based on crisis which happen there, in 2010. In this study, writer divided the phase into 4 phases as the theory by Pang. They are: Before organizational event: proactive phase; Before organizationalevent: strategic phase; During organizational event: reactive phase; and After organizational event: recovery phase. Writer also make a scheme based on 4 phase above.
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Kondratenko, N., and O. Voronina. "MODEL OF ANTI-CRISIS MANAGEMENT ORGANIZATION." Municipal economy of cities 2, no. 148 (2019): 72–78. http://dx.doi.org/10.33042/2522-1809-2019-2-148-72-78.

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Luburić, Radoica. "A Model of Crisis Prevention (Based on managing change, quality management and risk management)." Journal of Central Banking Theory and Practice 8, no. 2 (2019): 33–49. http://dx.doi.org/10.2478/jcbtp-2019-0012.

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Abstract The main task of this research is to create a model that enables an organization to effectively and effeciently resolve its everyday problems and potential incidents in time to prevent them from turning into a crisis. For solving problems, ad hoc measures and activities are often applicable, while incidents can be resolved by applying appropriate, predefined procedures and planned resources. On the other hand, crises are rarely resolvable through the application of any predefined procedures and plans. They demand changes and innovations, as well as a flexible, creative, strategic and sustained response. Therefore, it follows that it is incomparably better to adequately resolve problems and incidents on time, rather than to grapple with a crisis and all the complexity, uncertainty and anxiety that it brings with it. The Model of Crisis prevention presented in this research is based on effectively managing change and conflict, as well as on the synergy of Quality Management Principles and Risk Management Principles.
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Ushanov, P. V. "CRISIS MANAGEMENT AS A NEW MANAGEMENT PARADIGM." Strategic decisions and risk management, no. 1 (February 6, 2010): 66–79. http://dx.doi.org/10.17747/2078-8886-2010-1-66-79.

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The article discusses differences and interrelations of strategic and crisis management. Ways for further development of crisis management at the intersection of economics, psychology, physiology, law, management and other disciplines are being proposed. The conclusion is made that crisis management is a new management paradigm. The model “subject to management – mechanic system” gave place to the model “subject to management – living organism”. The new model in the frame of crisis management allows studying subject to management’s adaptation to changes as an attribute feature of any living organism.
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Jahantigh, Farzad Firouzi, Ehsan Khanmohammadi, and Azam Sarafrazi. "Crisis management model using fuzzy cognitive map." International Journal of Business Excellence 16, no. 2 (2018): 177. http://dx.doi.org/10.1504/ijbex.2018.094704.

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Jahantigh, Farzad Firouzi, Ehsan Khanmohammadi, and Azam Sarafrazi. "Crisis management model using fuzzy cognitive map." International Journal of Business Excellence 16, no. 2 (2018): 177. http://dx.doi.org/10.1504/ijbex.2018.10015930.

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Egelhoff, William G., and Falguni Sen. "An Information-Processing Model of Crisis Management." Management Communication Quarterly 5, no. 4 (1992): 443–84. http://dx.doi.org/10.1177/0893318992005004003.

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Dissertationen zum Thema "Crisis Management Model"

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Flynn, Terence Timothy. "Organizational crisis public relations management in Canada and the United States constructing a predictive model of crisis preparedness /." online accessffrom Digital Dissertation Consortium, 2004. http://libweb.cityu.edu.hk/cgi-bin/er/db/ddcdiss.pl?3176990.

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Imai, Thiago Hiromu. "Gestão de crises operacionais em setores regulamentados." Universidade de São Paulo, 2015. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-16112015-170132/.

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O objetivo desta dissertação é compreender a ocorrência de alteração de orientação da operação pós crise operacional (de reativa a proativa). A literatura trata as crises apenas como financeiras ou de relações públicas e não recorre ao termo \"crise operacional\". Por outro lado, junta inapropriadamente as crises operacionais e os desastres envolvendo perda de vidas humanas. Tampouco mostra o lado operacional da solução das crises. Crise operacional foi aqui definida como uma condição abrupta de baixa probabilidade que emerge inesperadamente da deterioração do desempenho operacional (qualidade, rapidez, confiabilidade, flexibilidade ou custo) e conduz a grande impacto negativo ou até a paralisação das principais operações da organização, sem a perda de vidas humanas. A crise operacional pode ser causada por pessoas, sistemas tecnológicos, políticas ou condições econômicas em condição de grande ambiguidade. Ela nasce ao final de dois processos paralelos e acumulativos de imperfeições organizacionais e descontrole gerencial, e requer decisões rápidas. Para analisar as crises operacionais, elaborou-se um novo modelo teórico integrado em fases: \"processo de uma crise\", \"resolução da crise\" e \"aprendizado pós-crise\", assim como um \"evento detonador\" da crise. Como objeto de estudo, escolheu-se examinar duas crises de setores regulamentados devido a evidencia do evento detonador da crise: a interrupção da comercialização de serviços pela agência reguladora e consequente início da resolução da crise. Como metodologia, adotou-se o estudo de casos múltiplo nos setores de aviação e de telefonia móvel. O instrumento de coleta para ambos os casos são entrevistas qualitativas, sendo a análise baseada no confronto dos dados obtidos com o modelo segundo a abordagem Extended Case Method. Sugere-se em ambos os casos que o descontrole sobre os processos operacionais e indicadores de back-office levaram à paralisação das companhias. Observa-se que após a crise, novos processos com medidas preventivas foram adotados, o que indicaria a mudança de orientação das organizações. Claramente, essa mudança para a orientação preventiva requer aprendizagem organizacional e sua incorporação ao repertório operacional mediante inovação em métodos, sistemas e processos operacionais, assim como a formação de funcionários treinados e a criação de departamentos anti-crises.<br>The main goal of this research is the understanding of the post operational crisis\' orientations\' change (from reactive to proactive). The literature consider crises just as financial or public relations and does not call upon the term \"operational crisis\". Furthermore, operational crisis and disasters with loss of human lives are inappropriately treated jointly. In the same way, operational side of crisis solution are not explored too. Operational crisis were defined here as an abrupt condition of low probability occurrence that emerges unexpectedly by the deterioration of one or more performance indicators (quality, speed, reliability, flexibility and cost) and leads to a large negative impact or even the paralysis of major operations without human lives\' loss. Operational crisis emerges at the end of a maturation process originated from two parallel processes of cumulative organizational imperfections and lack of managerial control\'s joint. May be caused by people, technological systems, policies or economics\' conditions in a great ambiguity condition which requires quick decisions To analyze operational crises, a new theoretical model was created, integrating the phases: \"crisis\' process,\" \"crisis\' resolution\" and \"post-crisis\' learning\", as well a crisis\' \"trigger event\". Two operational crises from regulated sectors has been chosen as object study due to crisis\' trigger event evidence: the new sales forbidden by the regulatory agency and the consequent crisis resolution process beginning. The methodology adopted was the multiple case study in the aviation and mobile sectors. The collection instrument for both cases were qualitative interviews and the analysis based on the data obtained and theoretical model\'s comparison in an approach called Extended Case Method. It has been suggested in both cases that the operational processes\' lack of control and back-office\'s indicators\' disregard led to the companies\' standstill. After crisis, new operational processes with preventive measures were adopted, which would indicate a change in organizations\' orientation. Clearly, this shift to a preventive approach requires organizational learning and its incorporation into the operational repertoire through methods, operational systems and processes\' innovation, as well as, trained human resources and anti-crisis department creation.
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Santana, Guilherme Guimrães. "Crisis management : towards a model for the hotel industry : an examination of crisis preparedness and stakeholder relationships in crisis situations." Thesis, Bournemouth University, 1997. http://eprints.bournemouth.ac.uk/299/.

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Crises are inevitable. There is no way to prevent all crises from happening. In fact, in today's business environment crises are an integral part of organizational life. Crisis situations are by nature novel, unstructured, frameworks. Crises are sudden, acute, and demand a timely response. Most man-made crises are in principle preventable. Crisis management is a new field of research that addresses the problems of dealing with crises, and the stress that accompanies crises. Crisis management involves efforts to prevent crises from occurring; to prepare for a better protection against the impact of a crisis agent; to make for an effective response to an actual crisis; and to provide plans and resources for recovery and rehabilitation in the aftermath of a crisis. It is no longer enough to consider "if" a crisis will happen but rather "when" a crisis will occur, "which type", and "how". There is no doubt that the travel and tourism industry is especially susceptible and vulnerable to crises. It is argued that the hotel industry, given its operational characteristics, management practices (which is strongly influenced by long established traditions), and its operating environment, is even more prone to crises. However, very little has been done to understand crisis (that is, how a crisis evolves, crisis typology, anatomy, and management of crisis). This study describes and discusses all major relevant elements and issues to the emerging field of crisis management. Within the domain of crisis management theory, the study describes and elaborates on critical issues such as crisis typology, anatomy of crisis, crisis planning and training, crisis decision making, crisis communication, and crisis management. It is argued in this study that organizational culture is the most fundamental element in crisis preparedness. That is, organizational culture, not organization structure, size, financial history, etc., is the main determinant of crisis preparedness. The research also argue that stakeholders are fundamental in crisis prevention, crisis management and crisis recovery. 2 This study, in a first instance, examines the crisis preparedness of 33 of the 50 top hotel organizations operating in the UK (HCIMA, 1995). Crisis preparedness is examined in the light of organizational culture. For that, top executives in those organizations were interviewed and responded to two questionnaires. A crisis preparedness framework (or continuum) was derived from the application of factor analysis on the questionnaire data. The results suggest that the hotel industry is not prepared for crises. Given that a crisis is a multi-stakeholder phenomenon (it inevitably involves other agents) this study also explores, building upon the results obtained from the crisis preparedness continuum, the notion of stakeholders relationships in crisis situations. More specifically, the research proposition states that organizations that are crisis "prepared" are more consistent on their opinions about stakeholders' role and behaviour in crisis situations than those organizations that are not prepared for crises. The study confirmed both the research question and proposition. The study also presents an operational definition of crisis management and proposes a model for crisis management.
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Santos, Daniel Soares. "Quality Evaluation Model for Crisis and Emergency Management Systems-of-Systems." Universidade de São Paulo, 2017. http://www.teses.usp.br/teses/disponiveis/55/55134/tde-10072017-162919/.

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Systems-of-Systems (SoS) have performed an important and even essential role to the whole society and refer to complex softwareintensive systems, resulted from interoperability of independent constituent systems that work together to achieve more complex missions. SoS have emerged specially in critical application domains and, therefore, high level of quality must be assured during their development and evolution. However, dealing with quality of SoS still presents great challenges, as SoS present a set of unique characteristics that can directly affect the quality of such systems. Moreover, there are not comprehensive models that can support the quality evaluation of SoS. Motivated by this scenario, the main contribution of this Masters project is to present a SoS Evaluation Model, more specifically, addressing the crisis/emergency management domain, built in the context of a large international research project. The proposed model covers important evaluation activities and considers all SoS characteristics and challenges not usually addressed by other models. This model was applied to evaluate a crisis/emergency management SoS and our results have shown it viability to the effective management of the SoS quality.<br>Sistemas-de-Sistemas (SoS, do inglês Systems-of-Systems) realizam um importante e até essencial papel na sociedade. Referem-se a complexos sistemas intensivos em software, resultado da interoperabilidade de sistemas constituintes independentes que trabalham juntos para realizar missões mais complexas. SoS têm emergido especialmente em domínios de aplicação crítica, portanto, um alto nível de qualidade deve ser garantido durante seu desenvolvimento e evolução. Entretanto, lidar com qualidade em SoS ainda apresenta grandes desafios, uma vez que possuem um conjunto de características únicas que podem diretamente afetar a qualidade desses sistemas. Além disso, não existem modelos abrangentes para o suporte à avaliação de qualidade de SoS. Motivado por este cenário, a principal contribuição deste projeto de mestrado é apresentar um modelo de avaliação para SoS, especialmente destinado ao domínio de gerenciamento de crises e emergências. Este modelo foi construído no contexto de um grande projeto de pesquisa internacional, e cobre as mais importantes atividades de avaliação, considerando as principais características e desafios de SoS geralmente não abordados por outros modelos. Este modelo foi aplicado na avaliação de um SoS de gerenciamento de crises e emergência, e nossos resultados têm mostrado sua viabilidade para o efetivo gerenciamento da qualidade de SoS.
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Flynn, Terence Timothy. "Organizational crisis public relations management in Canada and the United States Constructing a predictive model of crisis /." Related electronic resource: Current Research at SU : database of SU dissertations, recent titles available full text, 2005. http://wwwlib.umi.com/cr/syr/main.

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Boudreaux, Brian Joel. "Exploring a multi-stage model of crisis management utilities, hurricanes, and contingency /." [Gainesville, Fla.] : University of Florida, 2005. http://purl.fcla.edu/fcla/etd/UFE0010486.

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Adamopoulos, Emmanouil, and Wasim Malik. "Crisis Management and Early-Stage Greek Startups : The case of COVID-19 pandemic crisis." Thesis, Uppsala universitet, Industriell teknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-446437.

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The COVID-19 pandemic had a worldwide economic effect, and it seems to have produced a challenging economic climate for startups to work in. Thus, the aim of this degree project is to investigate how startups survived the financial and organizational crisis caused by the COVID-19 pandemic, and what was the role of their employees during the crisis. The objective is to look at how early-stage startups in Greece are dealing with the COVID-19 crisis, whether they can utilize crisis management models, and how the crisis encourages creative destruction. Schumpeterian innovation theory has been merged with crisis management theories to achieve this goal. The thesis employs a qualitative methodology and uses a multiple case study design where cases are the individual startups interviewed. Semi-structured in-depth interviews were conducted with a top-management representative of each company.  The results indicate that the startups under discussion are experiencing significant changes. At the beginning of the crisis, they faced a threatening disengagement and demotivation of their employees, which they managed to overcome by focusing on their wellbeing, coaching them, and guiding them through the crisis. The Caplanian model was utilized to analyze their approach. Based on the companies’ core competencies, they are actively pivoting to emerging business models and new markets. These companies are discovering new possibilities and innovating in a number of areas, following both the Schumpeterian evolutionary theories of creative destruction and creative accumulation. Overall, the findings suggest that in responding to the crisis, startups modified and strengthened their strategies. The shift in customer purchasing behavior was a major reason why businesses needed to develop their strategies. The modified consumer behavior was the outcome of actions taken by the Greek government and the Public Health Agency to avoid the spread of the virus such as social distancing, travel bans, and closed borders.
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Tapia, Herrera Johnny Edson. "Modelo de gestión de crisis para organizaciones políticas del Perú." Master's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2020. http://hdl.handle.net/10757/652968.

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Las organizaciones políticas en el Perú se encuentran en un momento crítico. El 93% de los electores, según la Corporación Latinobarómetro (2018), ha perdido confianza en ellas. Su imagen y reputación están generalmente asociadas con la corrupción. Y no es para menos. Los cuatro partidos políticos más influyentes de los últimos quince años han sido catalogados como organizaciones criminales por el Ministerio Público y enfrentan denuncias por el delito de lavado de activos. Sin embargo, la percepción negativa que tienen los públicos sobre los partidos políticos es en realidad resultado de las crisis, entendidas como situaciones adversas que afectan negativamente su imagen y reputación y, en consecuencia, dañan su relación con sus militantes y la confianza de sus electores, restándoles legitimidad, poder y participación en los asuntos públicos del país. Actualmente, en una época donde las tecnologías de la información y la comunicación están cada vez mejor desarrolladas, las agrupaciones políticas son particularmente vulnerables a las crisis, pues existe muy poca información o teoría sobre cómo deben gestionarse en este tipo de organizaciones. En ese sentido, el autor del presente trabajo de investigación asumió el desafío de diseñar un modelo de gestión comunicacional de crisis para organizaciones políticas. Para lograrlo fue necesario, en primer lugar, analizar cuatro casos: Partido Aprista Peruano, Partido Nacionalista Peruano, Peruanos Por el Kambio y Fuerza Popular. Comprender la naturaleza de estas agrupaciones y los tipos de crisis que enfrentaron, fue fundamental para elaborar la propuesta final.<br>Political organizations in Peru are at a critical moment. 93% of voters, according to Latinobarómetro Corporation (2018), have lost confidence in them. Their image and reputation are generally associated with corruption. It is not for less. The four most influential political parties of the last fifteen years have been classified as criminal organizations by the Public Ministry and face complaints for the crime of money laundering. However, the negative perception that the public has about political parties is actually the result of crises, understood as adverse situations that negatively affect their image and reputation and, consequently, damage their relationship with their militants and the trust of their voters, subtracting legitimacy, power and participation in the public affairs of the country. Currently, at a time when information and communication technologies are increasingly well developed, political groups are particularly vulnerable to crises, as there is very little information or theory on how they should be managed in these types of organizations. Therefore, the author of this research took on the challenge of designing a crisis communication management model for Peruvian political organizations. To achieve this, it was necessary, first of all, to analyze four cases: Partido Aprista Peruano, Partido Nacionalista Peruano, Peruanos Por el Kambio and Fuerza Popular. Understanding the nature of these groupings, and the types of crises they faced, was critical in crafting the final proposal.<br>Trabajo de investigación
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AmÃncio, NivÃnia Menezes. "Management school in capital crisis background: Incorporation of the business model for Public School State of Cearà Network." Universidade Federal do CearÃ, 2016. http://www.teses.ufc.br/tde_busca/arquivo.php?codArquivo=17657.

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nÃo hÃ<br>This study aimed to examine the implementation process of the business model of management into the public school Cearà state system, based on the concepts and trends of the overall management approach, as well as their influences on the management of public schools, critically analyzing the adoption of these entrepreneurship mechanisms. Consonant with our line of research work and education, we chose a critical guiding framework of analysis of the object of study, the dialectical historical materialism. The dissertational study aimed at authors such as Marx (1998), MÃszÃros (2011), Harvey (1999), Antunes (2009), among others, the theoretical framework to understand the contextual factors related to socioeconomic sphere; Paro (2012), Behring (2001) and Oliveira (2002), the foundation necessary to elucidate theoretical conceptions of the school management in the capital of the times of crisis. The methodology to undertake such a study consisted of qualitative research, bibliographical and research has also made an empirical character through case study with the use of techniques such as observation and interview with the management team a school institution located in Fortaleza. From the data analysis and theoretical framework were identified as, over the years, the logic of school management tried to establish a fine line with the business logic, and in its development, advance to expedients increasingly committed to the market interests and companies, making capital of conveniences, in fact, needs of educational institutions, leading to the apparent distance of a critical educational model, emancipatory and transformative.<br>A presente pesquisa teve como objetivo examinar o processo de transposiÃÃo do modelo empresarial de gestÃo para o interior da escola pÃblica da rede estadual cearense, partindo da abordagem de conceitos e tendÃncias da gestÃo geral, assim como de suas influÃncias sobre a gestÃo das escolas pÃblicas, analisando criticamente a adoÃÃo desses mecanismos de empresariamento. Consoante com nossa linha de pesquisa Trabalho e EducaÃÃo, optamos por um referencial crÃtico orientador da anÃlise sobre o objeto de estudo, o materialismo histÃrico dialÃtico. O estudo dissertativo buscou em autores como Marx (1998), MÃszÃros (2011), Harvey (1999), Antunes (2009), dentre outros, o aporte teÃrico para compreender os elementos contextuais ligados à esfera socioeconÃmica; em Paro (2012), Behring (2001) e Oliveira (2002), o embasamento necessÃrio para elucidar concepÃÃes teÃricas acerca da gestÃo escolar em tempos de crise do capital. A trajetÃria metodolÃgica para empreender tal estudo se constituiu de pesquisa qualitativa, de tipo bibliogrÃfico, e a investigaÃÃo assumiu, tambÃm, um carÃter empÃrico por meio de estudo de caso, com o uso de tÃcnicas como a observaÃÃo e aplicaÃÃo de entrevista com a equipe gestora de uma instituiÃÃo escolar situada em Fortaleza. A partir da anÃlise dos dados e do referencial teÃrico, foi possÃvel identificar como, ao longo dos anos, a lÃgica da gestÃo escolar buscou estabelecer uma sintonia fina com a lÃgica empresarial e, no seu desenvolvimento, avanÃar para expedientes cada vez mais comprometidos com os interesses do mercado e das empresas, tornando as conveniÃncias do capital, de fato, necessidades das instituiÃÃes de ensino, ocasionando o evidente distanciamento de um modelo educacional crÃtico, emancipatÃrio e transformador.
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Mayer, Harry A. "First responder readiness : a systems approach to readiness assessment using model based vulnerability analysis techniques." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2005. http://library.nps.navy.mil/uhtbin/hyperion/05Sep%5FMayer.pdf.

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Thesis (M.A. in Security Studies (Homeland Security and Defense) )--Naval Postgraduate School, September 2005.<br>Thesis Advisor(s): Ted Lewis. Includes bibliographical references (p.119-120). Also available online.
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Bücher zum Thema "Crisis Management Model"

1

Virginia. Department of Education. Division of Instruction. Office of Compensatory Programs. Model school crisis management plan. The Office, 1999.

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Baker, Wheeler L. Crisis management: A model for managers. Foothill Press, 1993.

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Rewriting the rules: The Malaysian crisis management model. Prentice Hall, 2002.

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Santana, Guilherme Guimrães. Crisis management: Towards a model for the hotel industry : an examination of crisis preparedness and stakeholder relationships in crisis situations. Bournemouth University, 1997.

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Hammer, Mitchell R. Saving lives: The S.A.F.E. model for resolving hostage and crisis incidents. Praeger Security International, 2007.

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McAlister, Michael. Construction project management: The development and testing of a crisis avoidance model. The Author], 2001.

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Gamba-Stonehouse, Virginia. The Falklands/Malvinas war: A model for North-South crisis prevention. Allen & Unwin, 1987.

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The Falklands / Malvinas War: A model for north-south crisis prevention. Allen& Unwin, 1987.

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Pirozzi, Nicoletta. EU crisis management after Lisbon: A new model to address security challenges in the 21st century? Intersentia, 2015.

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McClure, Polley A. The crisis in information technology support: Has our current model reached its limit? CAUSE, 1997.

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Buchteile zum Thema "Crisis Management Model"

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Steinberg, Alan N. "A Model for Threat Assessment." In Fusion Methodologies in Crisis Management. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-22527-2_15.

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Chen, Wang-Kun, Guang-Jun Sui, and DanLing Tang. "The Mathematical Model for Typhoon Disaster Management." In Typhoon Impact and Crisis Management. Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-40695-9_22.

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Mäkelä, Jaana, and Kirsi Virrantaus. "A Customizable Maturity Model for Assessing Collaboration in Disaster Management." In Intelligent Systems for Crisis Management. Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-33218-0_17.

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Tiwari, Asmita. "Rethinking the Capacity Development Model." In The Capacity Crisis in Disaster Risk Management. Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-09405-2_5.

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Bakillah, Mohamed, J. Andrés Domínguez, Alexander Zipf, Steve H. L. Liang, and M. A. Mostafavi. "Multi-agent Evacuation Simulation Data Model with Social Considerations for Disaster Management Context." In Intelligent Systems for Crisis Management. Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-33218-0_1.

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Natsubidze, Alexander S., Evgeny A. Likholetov, Alexander V. Malofeev, Tatiana A. Zabaznova, and Elena V. Patsyuk. "Model of Global Crisis Management of Entrepreneurial Activities." In Contributions to Economics. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-60696-5_65.

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Güth, Werner, and Reinhard Selten. "Strategic Aspects of IIASA’S Food and Agriculture Model." In Economic Globalization, International Organizations and Crisis Management. Springer Berlin Heidelberg, 2000. http://dx.doi.org/10.1007/978-3-642-57110-7_12.

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Hanchett, Jeanne M., and Beate Maier. "A Crisis Intervention Model for Persons with Prader—Willi Syndrome." In Management of Prader-Willi Syndrome. Springer US, 1995. http://dx.doi.org/10.1007/978-1-4615-7384-5_17.

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Bujak, Andrzej, and Mariusz Topolski. "Concept of a Telematics System Model in Crisis Management." In Communications in Computer and Information Science. Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-24577-5_18.

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Godwin, Andrew, Steve Kourabas, and Ian Ramsay. "Financial crisis management under the Twin Peaks model of financial regulation." In Regulation and the Global Financial Crisis. Routledge, 2020. http://dx.doi.org/10.4324/9780429199561-5.

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Konferenzberichte zum Thema "Crisis Management Model"

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Khzam, Nadin Bou, and Gunter Mussbacher. "Domain-Specific Software Language for Crisis Management Systems." In 2018 IEEE 8th International Model-Driven Requirements Engineering Workshop (MoDRE). IEEE, 2018. http://dx.doi.org/10.1109/modre.2018.00011.

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Jakoubi, Stefan, and Simon Tjoa. "A reference model for risk-aware business process management." In 2009 Fourth International Conference on Risks and Security of Internet and Systems (CRiSIS 2009). IEEE, 2009. http://dx.doi.org/10.1109/crisis.2009.5411973.

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Buranova, E. A. "Improving The Model Of The Enterprise Crisis Management." In GCPMED 2018 - International Scientific Conference "Global Challenges and Prospects of the Modern Economic Development. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.03.187.

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Clarke, Roger. "A Simulation Model for COVID-19 Public Health Management: Design and Preliminary Evaluation." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.1.

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The COVID-19 pandemic has presented governments with challenges not only in relation to bio-medical understanding, medical treatment and health facility operations, but also the management of public health, public behaviour and the economy. In the area of public health management, discrete event simulation modelling is capable of providing considerable assistance to decision-makers. In April 2020, on the basis of publicly available information about the virus and its impacts, an analysis was undertaken of the needs of public health policymakers, and a 16-state / 40-flow model was postulated. The model was revisited in December 2020, and experiences around the world applied in order to evaluate the model's apparent usefulness. This resulted in improved appreciation of its applicability and limitations, a revised model, and plans for further evaluation and application.
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Shu-Lin, Shen, Jeng Yoau-Chau, Chen Der-Fa, and Chao Chih-Yang. "The Study on Taiwan's High School Crisis Management Model." In 2017 International Conference on Information, Communication and Engineering (ICICE). IEEE, 2017. http://dx.doi.org/10.1109/icice.2017.8479221.

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Li, Zhihong, and Haiyan Wang. "Supernetwork Model of Knowledge Management in Paroxysmal Public Crisis." In 2009 International Conference on Management of e-Commerce and e-Government. IEEE, 2009. http://dx.doi.org/10.1109/icmecg.2009.84.

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Kaddoussi, Ayda, Nesrine Zoghlami, Hayfa Zgaya, Slim Hammadi, and Francis Bretaudeau. "A preventive anticipation model for crisis management supply chain." In 2011 IEEE International Conference on Systems, Man and Cybernetics - SMC. IEEE, 2011. http://dx.doi.org/10.1109/icsmc.2011.6083651.

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Haifeng, Tian, and Liu Zezhao. "Group Decision-Making Model of Control Experiments in Crisis Management." In 2012 International Conference on Public Management. Atlantis Press, 2012. http://dx.doi.org/10.2991/icpm.2012.14.

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Smirnova, O. A. "Development Of A General Model Of Enterprise Management In Crisis." In MTSDT 2019 - Modern Tools for Sustainable Development of Territories. Special Topic: Project Management in the Regions of Russia. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.12.05.122.

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Dai Bibo and Jia Niyan. "Research on optimal computing model based on public crisis management." In 2011 International Conference on Computer Science and Network Technology (ICCSNT). IEEE, 2011. http://dx.doi.org/10.1109/iccsnt.2011.6181999.

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Berichte der Organisationen zum Thema "Crisis Management Model"

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Bonomo, Marco, Claudio R. Frischtak, and Paulo Ribeiro. Public Investment and Fiscal Crisis in Brazil: Finding Culprits and Solutions. Inter-American Development Bank, 2021. http://dx.doi.org/10.18235/0003199.

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We investigate the relation between existing fiscal rules and investments in the context of a fiscal crisis in Brazil. We analyze existing fiscal rules at national and subnational levels, their enforcement, and proposed alternatives. Using narrative analysis, case studies, interviews, empirical estimation, and model simulations, we conclude that public investment is not closely related to fiscal rules in Brazil but is mainly determined by fiscal conditions both at national and subnational (state) levels. It is the steady increase of personnel expenditures in real terms that underlies the fiscal deterioration of the last decade, despite the existence of fiscal rules devised to prevent it. We argue that a constitutional rule limiting subnationals personnel expenditures to 50 percent of net revenues, triggering adjustment measures when reaching 47.5 percent, would be an effective instrument for subnational fiscal management, opening fiscal space for increasing investments. At the national level, despite the existence of several fiscal rules, the only effective fiscal anchor is the primary expenditure ceiling introduced in 2016, which has successfully curbed expenditures, including those of the judiciary and legislature.
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McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, 2021. http://dx.doi.org/10.5204/rep.eprints.211133.

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Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.
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Lapcha, Haidar, and Yusra Mahdi. Coalition Building for Better Religious Education Reform. Institute of Development Studies (IDS), 2021. http://dx.doi.org/10.19088/creid.2021.002.

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Developing a good pro-pluralism religious education curriculum requires much planning and a deep understanding of the context. In a country like Iraq, where the education system is in decline due to years of conflict, weak governance and management, and a displacement crisis, this becomes a challenging task. This Learning Briefing, prepared during the implementation phase of the Coalition for Religious Equality and Inclusive Development (CREID) project to introduce reform to the religious education curriculum in Iraq, highlights the key areas of best practices and lessons learned from our stakeholder engagement. The aim is to share these learnings with programme managers, donors and partners to help inform future interventions and curricula development on effective approaches and models for improved quality education.
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