Zeitschriftenartikel: „Crisis Management System“

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Gaurav Sawarkar und Punam Sawarkar. „Crisis Management System- an overview“. International Journal of Research in Pharmaceutical Sciences 11, Nr. 3 (08.08.2020): 4750–55. http://dx.doi.org/10.26452/ijrps.v11i3.2765.

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The crisis is an emergency which interrupts the manhood, leads to instability everywhere. It affects an individual, group, or society etc. There are various types of crises, and everyone should have its management model and perfect plan to come out of it. Every must have a crisis management system and team. This management system a task force having minimum three to four capable members, who find out ways to overcome the crisis, and they should be able to succeed crisis. In a crisis, stress management is an important factor that may affect peoples as well as management severely. The significant part depends on the role of people and the leaders or officials, their in a critical situation. or officials should communicate effectively with needy peoples, helping members, task force, media persons to tackle the situation meticulously, as communication is the best way-out to the interpersonal conflicts. personnel must coordinate with the media to provide time to time accurate information. So, cumulatively crisis management capable task force team, cooperative peoples or officials, excellent communication, stress management practices, person who deal with media and well-equipped .

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Paraskevas, Alexandros. „Crisis management or crisis response system?“ Management Decision 44, Nr. 7 (August 2006): 892–907. http://dx.doi.org/10.1108/00251740610680587.

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Yoon, Hak Yol. „Development Trend of Crisis Management System in Korea“. Korean Journal of Policy Studies 6 (31.12.1991): 113–36. http://dx.doi.org/10.52372/kjps06007.

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From the beginning of history, a great number of wars caused by conflict of ideologies, racial discrimination, needs to reserve natural resources, and territorial ambitions have changed global maps and streams of history with heavy damage to mankind in all parts of the world. As mentioned above, a lot of events have also happened in persons, families, and every side of society. As results of wars, conflicts, party strifes, and ets., small or great events are inevitable at home and abroad. These kinds of great or small events always follow a crisis. Good crisis management can prevent one from causing great or small events by way of overcoming national strifes and international collision. Looking back upon the past history, wars around 900 times had caused sufferings of the Korean.

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Fadhil, Ghasaq abdulsalam, und Abbas M. Burhan. „Developing Crisis Management System for Construction Projects in Iraq“. Journal of Engineering 28, Nr. 1 (01.01.2022): 33–51. http://dx.doi.org/10.31026/j.eng.2022.01.03.

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Construction is a complicated process that takes place in an almost uncontrollable environment. Although projects can be carefully planned in advance in principle, there is a chance that unforeseen events and crises can disrupt these plans, affecting project development. Because the initial investment expenditures in construction projects are so large, they may be quickly influenced by crises, resulting in significant financial losses. The 2014 financial crisis was one of the most prominent crises that Iraq faced, which significantly impacted various activities in general and the construction industry in particular. Despite the importance of crisis management systems, the researchers found a great lack of local studies looking at crisis management, specifically in the basic stages chosen for its development, which are before, during, and after a crisis. Therefore, an effective crisis management system has been developed consisting of 20 critical success factors with devising 59 actions that can be taken for each proposed criterion for each of the three stages of crisis.

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Li, Shi Hua. „Study on the Theoretical Basis of Power-Grid Crisis Management“. Applied Mechanics and Materials 672-674 (Oktober 2014): 1429–32. http://dx.doi.org/10.4028/www.scientific.net/amm.672-674.1429.

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Power grid crises at home and abroad happened frequently, insufficient research on power grid crisis management and awareness of “crisis and crisis management” warns the necessity and urgency of power grid crises management. Necessity of finding rational theoretical basis for our studying crisis and carrying out crisis management are becoming urgent. This article proposes the theoretical basis from three aspects: stage-division theory, system theory and structure theory. Stage-division of power grid crisis management can be adopted according to practical study. The outstanding performances of all components of crisis management embody the safe and stable operation of power system. Fragmentation of thinking way in power grid crisis management will hamper the crisis management, and we should establish “systems thinking”- “to see the whole”.

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SZWARC, Krzysztof. „CONDITIONS FOR CRISIS MANAGEMENT SYSTEM CONTINUITY“. National Security Studies 5, Nr. 1 (15.05.2014): 205–19. http://dx.doi.org/10.37055/sbn/135193.

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W artykule przedstawiono uwarunkowania przeciwdziałania zagrożeniom. Podjęto próbę analizy systemu zarządzania kryzysowego w kontekście zapewniania ciągłości działania. Zaproponowano przykładowe rozwiązania organizacyjne i techniczne, ograniczające ryzyko utraty ciągłości działania. Dokonano charakterystyki więzi informacyjnych występujących w ramach systemu oraz zdiagnozowano rolę bezpieczeństwa informacji w kontekście zdolności działania.

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Yoon, Taeyoung. „The ROK-U.S. Combined Command and Control System and Crisis Management Procedures“. International Area Review 8, Nr. 1 (März 2005): 149–72. http://dx.doi.org/10.1177/223386590500800108.

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This article seeks to examine the development of the ROK-U.S. combined command and control system and crisis management procedures in South Korea. In particular, it explores the four crises which occurred between 1968 and 1999 in order to identify its implications for the ROK-U.S. combined crisis management. During a crisis, command and control over the armed forces are critical issues, in order to co-ordinate military movements and alert operations in the context of overall crisis objectives. Within the ROK-U.S. alliance, the ROK command and control chain of armed forces was highly integrated with the command and control chains of the UNC until 1978 and with the CFC from 1978. This CFC combined command structure has enabled the ROK to participate in the chain of operational control of its own forces and to strengthen its position in the ROK-U.S. combined crisis management procedures. Although both co-operated closely to cope with Korean crises in the past, there were some tensions in the use of military force and in the co-ordination of the detailed operational dimension of military operations. However, it can be argued that as long as the ROK crisis objectives and strategy were achieved through a consensus of alliance crisis options, these arrangements provided an effective crisis management system for ROK to resolve Korean crises. To some extent, the combined crisis management system enabled ROK to use America's massive military and intelligence capabilities to deter North Korea and to manage crises effectively. In the face of an era of transition and transformation in the ROK-U.S. alliance relationships following the September 11 2001, the ROK and U.S. need to minimise potential negative effects on combined crisis management system and maintain coherent deterrence capability and alliance stability on the Korean peninsula.

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Lee, Gang-Gun. „Reconsideration of National Crisis Management System－from the perspective of China’s Crisis Management System Establishment“. Journal of China Area Studies 5, Nr. 3 (31.12.2018): 215–44. http://dx.doi.org/10.34243/jcas.5.3.9.

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TSAPOVA, Olga Alexandrovna, Valeriia Petrovna KADOCHNIKOVA, Yevgeniy Ivanovich KENDYUKH, Lyudmila Alexandrovna GORKOVENKO, Ruslan Maratovich SHARIPOV und Nefas SAULIUS. „Risk Management in the System of Tourist Business Control“. Journal of Environmental Management and Tourism 12, Nr. 1 (21.02.2021): 211. http://dx.doi.org/10.14505/jemt.12.1(49).18.

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Any business is at risk, however, tourism business is the most risky, because it differs in latitude, cause of occurrence and other indicators, and all this accumulates into possible negative results which come after they occur. Risk management is a planned process in which organizations manage active crises. A crisis is defined as a time of difficulties or danger, and usually this is the time when you need to make difficult or dangerous decisions. By having a plan that describes the crisis management process, organizations can more easily adapt to the crisis.

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Kovan, S. E. „CRISES AND ANTI-CRISIS MANAGEMENT IN SOCIAL AND ECONOMIC SYSTEMS“. Strategic decisions and risk management, Nr. 2 (02.11.2014): 72–83. http://dx.doi.org/10.17747/2078-8886-2011-2-72-83.

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A theoretic concept of crises and anti-crisis management in social and economic systems at the macro- and microlevels is offered. The concept is based on the elaborated interaction model of systems of different levels. General regularities of the occurrence of crises in social and economic systems are determined based on the given theoretic model. A criterion for determination of the crisis state of the considered systems is formulated. Goals, conditions and base strategies of anti-crisis management are determined based on the area of occurrence of negative impact factors – in the inner or outer environment of the system.

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Danilin, N. N. „RESTRUCTURING ENTERPRISE MANAGEMENT SYSTEM IN CRISIS“. Business Strategies, Nr. 2 (24.11.2014): 82. http://dx.doi.org/10.17747/2311-7184-2014-2-82-87.

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Sanchez, Erica, und Alejandro Acquesta. „CRISIS: A System for Risk Management“. Systems 1, Nr. 1 (12.12.2012): 3–26. http://dx.doi.org/10.3390/systems1010003.

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Landers, Ruth E. „Transport Canada Crisis Management System (CMS)“. Prehospital and Disaster Medicine 15, S2 (September 2000): S43. http://dx.doi.org/10.1017/s1049023x00031204.

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Lim, Jong Hun. „The Crisis Management System in Germany“. Zeitschrift der Koreanisch-Deutschen Gesellschaft fuer Sozialwissenschaften 26, Nr. 1 (31.03.2016): 150. http://dx.doi.org/10.19032/zkdgs.2016.03.26.1.150.

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KUPALOVA, Halina, Nataliia GONCHARENKO, Natalya KORENEVA und Daria MALINOVSKA. „CRISIS IN ENTERPRISE – THE ESSENCE AND NECESSITY OF MANAGEMENT“. Herald of Khmelnytskyi National University 302, Nr. 1 (Januar 2022): 228–32. http://dx.doi.org/10.31891/2307-5740-2022-302-1-38.

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The article considers the theoretical prerequisites for crisis management in business. The relevance this problem studying is outlined by the crisis manifestation permanence during all the years of Ukraine independence. Having analyzed the processes of emergence and passage of the crisis, their appearance was identified not because of socio-economic changes in society (they always humanity accompany), but because of inability to detect, control and respond to imbalances in the enterprise management system. Often, the “crisis” is a “turning point”, “negative process”, “exacerbation of contradictions in the system”, “evolutionary process of enterprise development”, “stage of the enterprise life cycle”, “potential for change”, “random factor”. It should be emphasized that to describe the crisis of the enterprise are often used as equal concepts “crisis phenomenon”, “crisis situation”, “crisis situation”, “crisis”. However, they all differ in time and consequences for the system. When forming anti-crisis policy in the enterprise, any problem in any business process, which is left without attention and analysis now, in the future has every chance to turn into a crisis. Crises in the company are different in nature, causes and consequences. Therefore, the success of crisis management depends on the timely recognition of symptoms. Understanding the causes of the crisis (disease) will help to invent a “cure” – counter-shock or anti-crisis measures. There should be a specific list of anti-crisis actions for each type of crisis and its stage. Therefore, in our opinion, crisis management is a set of timely point management measures to diagnose, neutralize, prevent and overcome crises at a particular stage of the crisis in the subordinate system in conditions of risk and uncertainty.

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Stanovska, Iraida, Oleksandr Stanovskyi und Igor Saukh. „INFORMATION TECHNOLOGY OF PROBLEMS SOLUTIONS SUPPORT IN A COMPLEX SYSTEM MANAGEMENT“. EUREKA: Physics and Engineering 3 (11.05.2020): 30–43. http://dx.doi.org/10.21303/2461-4262.2020.001246.

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The study of the problems arising in the management of complex multi-factor systems allows to conclude that the latter should be considered as integrated organizational and technical. The basis of such management is a crisis – an exciting phenomenon, an incentive – unfulfilled needs, a defect, a deficiency or a threat that causes a targeted crisis through technical intervention or to avoid interaction or a change in the state of an object, a change in oneself or one's attitude to what is happening. An information technology for overcoming crises is proposed, which consists in the construction of each crisis into a group of elementary ones with the subsequent transformation of each elementary crisis into an elementary solution using the proposed information technology. The aim of research is to increase the efficiency of managing the development of complex organizational and technical systems through the development and implementation of new dynamic models and methods for finding optimal ways to overcome management crises at the level of elementary representations. The analysis and classification of the negative circumstances that arise in the management of complex dynamic organizational and technical systems, and the crises arising from these circumstances are carried out. The life cycle of an elementary crisis in managing the development of complex organizational and technical systems is shown – from the emergence of elementary negative circumstances to the receipt of elementary solutions to overcome them. An informational method has been developed to support decision making on the choice of means to overcome crises, based on the use of multidimensional percolation models. The structure is proposed and a description of the main steps that are carried out at one iteration of managing a complex organizational and technical system is provided

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Sandman, M. „CRISIS MANAGEMENT“. APPEA Journal 36, Nr. 1 (1996): 716. http://dx.doi.org/10.1071/aj95051.

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In essence, a crisis is a Public Affairs event and it is important to distinguish between a crisis on the one hand and an emergency on the other. An emergency may not necessarily become a crisis because the focus of an emergency is internal whereas the focus of a crisis is external.At West Australian Petroleum Pty Limited (WAPET) we have a crisis management plan which has been developed to facilitate the rapid notification and response to emergency incidents involving WAPET personnel and facilities.The plan requires the organisation of an Emergency Management Team to deal with the immediate impacts of the emergency, initiate a response and address the problem as quickly as possible.In addition, a separate Crisis Management Team is mobilised to address the external crisis situation by identifying the impact of the problem on the business, initiate a media response, liaise with outside agencies and support the Emergency Management Team.The overall goal of the emergency management system is to move from a reactive to a proactive mode of operation as quickly as possible.Different levels of emergency have been identified and procedures initiated to respond by individuals at different levels within the organisation.The process is tested periodically through the use of practice drills, the objective being to ensure that if a crisis occurs, the Company has in place procedures to respond at all levels to minimise impact upon the operations of the Company both short-term and long-term and to react to media interest in any crisis event.

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Митрофанова, Елена, Elena Mitrofanova, Ирэна Эсаулова und Irena Esaulova. „SPECIFIC FEATURES OF CRISES IN THE FIELD OF PERSONNEL MANAGEMENT“. Management of the Personnel and Intellectual Resources in Russia 6, Nr. 6 (23.01.2018): 5–9. http://dx.doi.org/10.12737/article_5a43817f6a4948.18313091.

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Crises, which have become an integral part of modern social development, penetrate, among other things, the sphere of human resources management, which requires a scientific justification of their specifics in terms of effective management. In this regard, the negative consequences of crises in the field of human resources management, which require the adoption of appropriate managerial decisions, are shown. The general typology of crises is supplemented by the types of specific human resources crises, among them: personnel hunger, the crisis of labor productivity, the crisis of competence, the crisis of motivation, the crisis of culture, the crisis of social and labor relations. Characteristics of human resources crises are given, the main signs of the consequences for the organization are shown. The content of the stages of human resources crises is substantiated: pre-crisis, acute phase, depression, moderate growth and recovery. Their specificity is shown from the standpoint of constructing an effective system of crisis human resources management.

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Tabassum, Husna. „Covid Management System“. International Journal for Research in Applied Science and Engineering Technology 10, Nr. 3 (31.03.2022): 2342–46. http://dx.doi.org/10.22214/ijraset.2022.41123.

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Abstract: The sudden emergence of absolute unknown and unpredicted situation was, the extensive spread of the inconclusive virus, which was eventually named “Corona” virus; shortly coined as COVID-19. The outbreak of this virus lead to many uncertainties; because of which precautions were made as legal rules. The major pandemic precautions were mandatory wearing of masks, social distancing, regular use of sanitizers. And in all public places the body temperature check was done as a basic symptom check for the presence of virus in the body. Both the pandemic and its precautions have brought in massive crisis and catastrophic situations. The technical crisis majorly dealt with, was the failure of face recognition systems. As for to adopt the bygone methods like passwords or fingerprints, was a matter of physical contact which also is a basic prohibitions rule to avoid the spread of the virus. Keywords: Computer vision, numpy, OpenCV, Facial Recognistion, SARS-CoV, Pandemic, COVID-19, dataset

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Savelides, Socrates, Athanassios Mihiotis und Nikitas-Spiros Koutsoukis. „Crisis management for secondary education: a survey of secondary education directors in Greece“. International Journal of Educational Management 29, Nr. 1 (12.01.2015): 18–43. http://dx.doi.org/10.1108/ijem-11-2013-0168.

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Purpose – The Greek secondary education system lacks a formal crisis management system. The purpose of this paper is to address this problem as follows: elicit current crisis management practices, outline features for designing a formal crisis management system in Greece. Design/methodology/approach – The research is based on a survey conducted with the directors of secondary education and the interpretation of the survey results. Due to the echelon structure of secondary education the directors are experienced educators with plenty of experience. They are in a unique setting to be able to combine the managerial perspective with field experience, both of which are important for managing crises. Findings – First, events of sociopolitical nature are considered as important crisis triggers. Second, there is tendency to expect extended involvement of the state. Third despite the lack of a formal system, current practices are relevant and tend to mimic formal systems. Research limitations/implications – In practice the lack of a formal system does not impede crisis management to be applied in secondary education units. Originality/value – There is no other survey on crisis management at the directors’ level that we are aware of. The findings outline existing practices from a tactical perspective, and can serve as a guide for designing a formal crisis management system that is suited for secondary education in Greece.

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Gryzunova, E. A. „MODELS OF GOVERNMENTAL CRISIS COMMUNICATIONS AND INFORMATION MANAGEMENT“. MGIMO Review of International Relations, Nr. 6(33) (28.12.2013): 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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Iliev, Andrej, Aleksandar Grizhev und Faruk Hasic. „COMPARATIVE ANALYSIS OF MACEDONIAN AND SLOVENIAN CRISIS MANAGEMENT SYSTEM“. Knowledge International Journal 34, Nr. 5 (04.10.2019): 1349–55. http://dx.doi.org/10.35120/kij34051349i.

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In this paper authors are using comparative analysis scientific method for analyzing Macedonian and Slovenian crisis management system. Having in mind that, Republic of Slovenia is a NATO member from beginning of 2009 year and EU member from 2013 year, Slovenian crisis management system is used as a base model for corrections of Macedonian crisis management system, with focus on identifying the positive characteristics of Slovenian model for system of crisis management which can be put to practice, portrayed in this thesis as recommendations for improving the Macedonian crisis management system.Crisis management system on Republic of North Macedonia has a normative and organizational establishment129. For uninterrupted functionality on the crisis management system in Republic of North Macedonia constantly are present: suggesting decisions, consultations, coordination, prompt reactions, effective and adequate use of provided resources and abilities in case of a crisis situation.Slovenian crisis management system basically is consists from following state authorities and institutions: Inter-sectoral analytical group, Ministry of defense (national crisis management center, the protection and rescue administration of Republic of Slovenia, which also has protection and rescue forces and reporting center on Republic of Slovenia – Service 112), other ministries and state authorities on Republic of Slovenia.For this comparative analysis, Slovenian crisis management has been chosen, because is similar to Macedonian model in terms of size and structure. Moreover, Slovenian crisis management system model is designed to manage consequences of possible state of crisis for a certain territory and population which are almost identical to ones on Republic of North Macedonia. This organizational and structural similarity on the crisis management systems on Republic of Slovenia and Republic of North Macedonia are basic prerequisite for a comparative analysis.Obtained results from this comparative analysis can be used as a basis for reforming, upgrading and improving the efficiency and effectiveness on Macedonian crisis management system. Comparative analysis between Macedonian and Slovenian crisis management system gives us data that leads to conclusion that there is a need to take action for improving Macedonian crisis management system through adequate changes of organizational structure on CMC which will increase its effectiveness, improve its professionalism, economy and for overall improving of crisis management system in terms of prevention department as well as crisis management department. Continued development of Macedonian crisis management system must follow the experiences of NATO and EU members, own practices and available resources (forces and funds for prevention and crisis management).

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Piwowarski, Juliusz, Barbara Piwowarska und Jacek A. Piwowarski. „Crisis Management in Poland“. Kultura Bezpieczeństwa. Nauka – Praktyka - Refleksje 36, Nr. 36 (20.12.2019): 73–99. http://dx.doi.org/10.5604/01.3001.0014.1293.

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The aim of the article is to discuss the functioning of the crisis management system in Poland: to present the general principles of its operation, legal regulations and major threats related to it. For this purpose, the authors review the definitions of crisis situations and discuss the objectives and stages of crisis management. Then the general principles of the crisis management system in Poland and the most important legal regulations related to it are presented. The authors also discuss the main threats that may lead to a crisis, both natural, ecological (e.g. floods, fires, avalanches) and civilizational caused by human activity and technical failures (e.g. construction and transport disasters, criminal groups activity, cyberterrorism). This leads to the conclusion that regulations passed in Poland after the flood of the century in 1997 put crisis management system in our country on the high level. At the same time, newer and newer threats make it necessary to regularly update the legislation on crisis management so that ensuring of national security could be effective.

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Ren, Yong Chang. „Multilayer Architecture on Urban Public Crisis Decision Support System“. Advanced Materials Research 989-994 (Juli 2014): 1131–34. http://dx.doi.org/10.4028/www.scientific.net/amr.989-994.1131.

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Traditional urban public crisis management and emergency management, ancillary support role of information technology is obviously insufficient, and it impacts crises disposition effect, this paper proposes using decision support system ancillary support, studies multilayer architecture on urban public crisis DSS. Firstly, it studies universal DSS system architecture composed of human man-machine interaction, database, model base, knowledge base, method base and so on five parts; Then, based on the general structure, for the characteristics and functional requirements of urban public crisis decision, it studies multilayer architecture consists of support layer, application layer, integration layer, management layer and user layer, etc.; Finally, to describe the layers of multilayer architecture. The content of this paper is the foundation for the development of urban public crisis DSS.

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Unlu, Ali, Naim Kapucu und Bahadir Sahin. „Disaster and crisis management in Turkey: a need for a unified crisis management system“. Disaster Prevention and Management: An International Journal 19, Nr. 2 (27.04.2010): 155–74. http://dx.doi.org/10.1108/09653561011037977.

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Dalloul, Mahmoud Hany M., Zuraeda binti Ibrahim und Sharina Tajul Urus. „The Association Between the Success of Information Systems and Crises Management (A Theoretical View and Proposed Framework)“. International Journal of Asian Social Science 12, Nr. 1 (21.01.2022): 55–68. http://dx.doi.org/10.18488/5007.v12i1.4410.

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Crises and disasters often motivate the adoption of efficient and effective information systems (IS) that are capable of supporting the organizations in the face of future crises. Though previous studies have recognized the role of IS in crisis management, there is a lack of a comprehensive IS model that can measure the effectiveness of crisis management. The absence of an integrated empirical model that could regulate the association between the success of the information system and crisis management also warrants further consideration. This paper aims to offer a comprehensive and integrated framework for the relationship between information systems and crisis management. The theoretical lens of this paper is based upon DeLone and McLean’s IS Success Model which includes four interrelated dimensions: systems quality; information quality; service quality; use and user satisfaction. The effectiveness of crisis management at different stages, namely pre-crisis management, crisis management, and post-crisis management, was adopted from Mitroff’s model. A qualitative methodology was employed, incorporating a comprehensive search and review of articles obtained from scientific search engines, including Google Scientific, EBSCO, and Emerald. The outcome from this concept paper sheds light onto IS and crisis management research areas by formulating a comprehensive IS measurement model for crisis management. The formulated framework is beneficial for the future empirical work in the area of crisis management. It also presents a proposal for possible experimental paths between the variables of that framework to facilitate enhanced understanding via accurate measurement.

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Igolkina, T. N., und Yu F. Bogatyreva. „REGULATORY ASSURANCE OF ORGANIZATION’S CRISIS MANAGEMENT SYSTEM“. Herald of the Belgorod University of Cooperation, Economics and Law 2, Nr. 63 (2017): 174–86. http://dx.doi.org/10.21295/2223-5639-2017-2-174-186.

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ÖZBAY, Onur, und Alpaslan H. KUZUCUOĞLU. „CRISIS MANAGEMENT SYSTEM IN CASE OF EMERGENCY“. International Refereed Academic Journal of Sports, Nr. 29 (2018): 0. http://dx.doi.org/10.17363/sstb.2018.29.6.

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Tchórzewska-Cieślak, Barbara. „Risk in Water Supply System Crisis Management“. Journal of Konbin 5, Nr. 2 (01.01.2008): 175–90. http://dx.doi.org/10.2478/v10040-008-0047-1.

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Risk in Water Supply System Crisis Management Water supply system belongs to the so called critical infrastructure of cities, and it should be a priority task for waterworks and even for the local authorities to ensure the suitable level of its safety. This system is characterised by its continuous work and requires high reliability level for its operating as well as for its safety, it is unique and its particular elements have different functions and simultaneously they interact forming an integral whole. The main aim of this paper is to present problems associated with water supply system safety management in a crisis situation.

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Shatailo, O. A. „Substantive Characteristics of a Crisis Management System“. Business Inform 5, Nr. 496 (2019): 217–26. http://dx.doi.org/10.32983/2222-4459-2019-5-217-226.

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Corr, B. „deNIS IIplus– computer-assisted crisis management system“. Kerntechnik 72, Nr. 4 (August 2007): 236–39. http://dx.doi.org/10.3139/124.100349.

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Khouj, Mohammed Talat, Abdullah Alsubaie, Khaled Alutaibi, Haitham Magdi Ahmed, Sarbjit Sarkaria und José R. Martí. „Intelligent decision system for responsive crisis management“. International Journal of Critical Infrastructures 14, Nr. 4 (2018): 375. http://dx.doi.org/10.1504/ijcis.2018.095619.

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Martí, José R., Khaled Alutaibi, Haitham Magdi Ahmed, Sarbjit Sarkaria, Mohammed Talat Khouj und Abdullah Alsubaie. „Intelligent decision system for responsive crisis management“. International Journal of Critical Infrastructures 14, Nr. 4 (2018): 375. http://dx.doi.org/10.1504/ijcis.2018.10016657.

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Busek, Erhard. „Europe needs a better crisis management system“. Transition Studies Review 15, Nr. 1 (Juli 2008): 193–205. http://dx.doi.org/10.1007/s11300-008-0175-2.

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Sylkin, Oleksandr, Yuliia Buhel, Natalia Dombrovska, Iryna Martusenko und Myroslava Karaim. „The Impact of the Crisis on the Socio-Economic System in a Post-Pandemic Society“. Postmodern Openings 12, Nr. 1 (19.03.2021): 368–79. http://dx.doi.org/10.18662/po/12.1/266.

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The activity of any socio-economic system is associated with the instability of the external environment and the presence of negative factors influencing its functioning, which, in turn, can provoke the emergence of crisis phenomena, slows down the process of development of the organization and makes it less effective. The prerequisites for this may be factors that are formed not only in the external, but also in the internal environment. This issue is of particular relevance today, in the context of the existence of the consequences of the pandemic in the world. Many years of experience in the activity of socio-economic systems in a market environment shows that this problem remains relevant to them even now in today's postmodern world. Successful overcoming of crisis situations depends on the effectiveness of anti-crisis management and management of anti-crisis potential, the type of crisis. After all, each crisis situation, which is formed under the influence of specific factors, has a clear characteristic and belongs to a certain category. With this information, you can form a clear plan of management actions to effectively overcome the crisis in socio-economic systems. But in order to determine what types of crises affect the activities of socio-economic systems, it is first of all necessary to determine the types of crises in socio-economic systems. The article analyzes the main features of the functioning of today's socio-economic system and the impact of such post-pandemic consequences on it.

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V. Zhukov, Dmitry, und Chiara Sardo. „A conceptualized model of crisis management for small hotel companies“. International Journal Of Innovation And Economic Development 1, Nr. 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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ORDYNIEC, Emilia, und Rafał ORDYNIEC. „LOCAL STRUCTURES OF THE CRISIS MANAGEMENT SYSTEM. THE ROLE AND TASKS OF THE URBAN CRISIS MANAGEMENT CENTER“. Systemy Logistyczne Wojsk 53, Nr. 2 (31.12.2020): 151–69. http://dx.doi.org/10.37055/slw/133864.

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Artykuł został poświęcony kwestiom zarządzania kryzysowego ze szczególnym uwzględnieniem lokalnych, powiatowych struktur w systemie zarządzania kryzysowego w Polsce. Autorzy dokładnie omówili zadania starosty oraz powoływanych przez niego zespołów. Najwięcej miejsca poświęcili jednak centrom zarządzania kryzysowego jako podmiotom odpowiedzialnym przede wszystkim za właściwy przepływ informacji, zarówno na etapie zapobiegania ewentualnym kryzysom, jak i w trakcie sytuacji kryzysowej, kiedy to przekazywanie aktualnych, rzetelnych i sprawdzonych informacji, nie tylko ułatwia koordynowanie prowadzonych działań, ale może mieć wręcz kluczowe znaczenie podczas próby opanowania sytuacji kryzysowej.

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Klodane, Alona. „THE ROLE AND IMPORTANCE OF COMPANY CRISIS DIAGNOSIS IN ANTI-CRISIS MANAGEMENT“. Latgale National Economy Research 1, Nr. 8 (24.10.2016): 43. http://dx.doi.org/10.17770/lner2016vol1.8.2158.

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Nowadays, under a free market, crises at companies are a frequent phenomenon; however, anti-crisis management and related aspects are currently a little researched problem in Latvia. The research aim is to examine the nature of company crisis diagnosis and its role and importance in the anti-crisis management system. The research general tasks are: to describe the nature of company crisis diagnosis and review the scope, purpose and tasks of performing a diagnosis; to examine the role and importance of company crisis diagnoses in the company’s anti-crisis management system. To achieve the aim, the following research methods were employed: monographic, descriptive, comparison as well as analysis. The present research performed an analysis of the definitions of company crisis diagnosis, an examination of the scope of purposes and tasks of performing a diagnosis; it defined the crisis diagnosis as the systematic application of several different (usually financial) models aimed at assessing the situation of the company, as well as the discovery of indications of a potential crisis. Also, the role and importance of diagnosis of a crisis at a company in its anti-crisis management were determined stressing the fact that crisis diagnostic is a source of high-quality and credible information about the real situation and the availability of resources as well as the basis for carrying out further anti-crisis activities and making decisions both during the process of crisis prevention and within the overall company management system.

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Mikušová, Marie. „CREATING THE CRISIS MANAGEMENT SYSTEM IN SMALL ORGANISATIONS - TOPICS“. Acta academica karviniensia 21, Nr. 1 (27.05.2021): 42–55. http://dx.doi.org/10.25142/aak.2021.004.

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Güreşci, Hakan, und Recep Sait Arpat. „Usage of Social Network Analysis (Sna) in Crisis Management“. Journal on Baltic Security 2, Nr. 1 (01.06.2016): 72–88. http://dx.doi.org/10.1515/jobs-2016-0030.

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Abstract Social systems are complex structures that consist of different sub-systems. Therefore, understanding social systems is more difficult than comprehending electronic or mechanical systems. What makes social systems more complex than other systems is that society is not simply the sum of each individual in the society. In the current global system, the countries, which have become small villages, try to meet national security needs by converting the unknown to known and identifying the correlation among political, military, social and economic events. The current crisis management concepts are conducted through systematic approaches. Besides, the management of social, economic and political crises need to be conducted in a holistic approach covering all sub-systems. At this point, the function of Social Network Analysis (SNA) emerges. SNA, which forms the main subject of this paper, is a tool for examining the structure of a crisis through correlating the sub-elements. The aim of this study is to show how SNA can be used in crisis management. First, SNA is performed on a generic crisis situation and the results are presented. Then, the additional critical data requirements are put forward to manage the crisis effectively.

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Trantham, Doug, und Anne Sherry. „Mobile Crisis Management Teams as Part of an Effective Crisis Management System for Rural Communities“. North Carolina Medical Journal 73, Nr. 3 (Mai 2012): 199–203. http://dx.doi.org/10.18043/ncm.73.3.199.

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Dmitriev, Oleg N., und Veronika A. Zolotova. „Concept to recognize crisis of organizational and institutional separation by Artificial Intelligence System“. Revista Amazonia Investiga 10, Nr. 43 (31.08.2021): 59–71. http://dx.doi.org/10.34069/ai/2021.43.07.6.

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The sphere of anti-crisis management is highlighted in relation to the open variety of organizational and institutional separations that are typical for the higher forms of industrial and post-industrial economies. This article shows the typicity and relevance of critical management situations associated with the emergence of crises. Furthermore, it justifies the objective orientation to a dense (not sparse) stream of crisis situations requiring identification, ranking, and classification. A strict management interpretation of the separation crisis is given through an assessment of the nature of the dynamics of the separation state indexes. Also, the document presents a generalized typological classification of crises. This article shows the necessity of using a high-level Artificial Intelligence System for this purpose, an indispensable component of which is the classification component.

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Stankov, Vasil Hristov. „Perspectives on the Development of the EU Crisis Management System“. European Journal of Humanities and Social Sciences 2, Nr. 1 (16.02.2022): 87–90. http://dx.doi.org/10.24018/ejsocial.2022.2.1.212.

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The article reveals the main features of the European Union crisis management system and outlines the endeavors undertaken to improve it further by introducing a more proactive approach through enhancing the response mechanism and expanding the capabilities for prevention, preparedness and resilience. The article highlights the ability of the EU crisis management to meet the challenges of the security environment and respond to different scenarios, including overseas political-military crises having a strong impact on various aspects of common security. Furthermore, the article explores the capabilities of the Union to conduct military and civilian missions and operations within the Common Security and Defence Policy (CSDP) and analyzes their specific contribution to international peace and security. The article underlines the importance of self-reliant strategic airlift as a token of strategic autonomy and a provider of flexible mobility options. It goes on to argue that matters of strategic air mobility should be addressed along with the concerns preventing the use of the EU multinational battlegroups so far. Then, the article identifies the Strategic Compass, due to be adopted in 2022, as a platform for a common strategic vision for the Union’s security and defense priorities, a sound basis for consensus on future response options and a facilitator for further integration of the military component of defense into the EU crisis management system. It also maintains that increased responsibilities would impose higher requirements upon the key elements of the crisis management process. The article points to intelligence as an integrated effort supporting CSDP military and civilian missions. Finally, it suggests three main approaches to the development of the European crisis management system and concludes that the main goal should be reinforcing the role of the EU as one of the pillars of international peace and security.

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Rayevnyeva, Olena, Olha Brovko, Stanislav Filip, Iryna Aksonova und Viktoriia Derykhovska. „Management and modelling of the industrial enterprise’s crisis situations“. Problems and Perspectives in Management 18, Nr. 1 (06.03.2020): 192–205. http://dx.doi.org/10.21511/ppm.18(1).2020.17.

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In conditions of national economy’s unstable development, the primary task of the enterprise internal management is to timely assess and predict the effects of external fluctuations on the state of the enterprise and to develop effective management decisions. The article aims to develop the methodological approach, which, based on a set of models for recognizing an artificial crisis or localizing a natural crisis, allows the crisis management of an enterprise considering its resource capabilities and stage of the life cycle as the interaction of system-forming spheres of life, namely production, financial, and labor. The practical value of the approach consists in developing a system of econometric and cognitive modeling models that allows developing a set of managerial decisions that are adaptive to external and internal fluctuations for localizing a natural crisis or recognizing an artificial crisis. The methodological approach was implemented at Ukrainian industrial enterprises. As the results of the study, several different scenarios of solutions for crisis management of the enterprise were obtained.

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Park, Su-ul, Byung-tae Kim und Bong-jun Choi. „Improvement Plan for the SAFETY Management System of the KOREAN Martial Arts“. J-Institute 2, Nr. 3 (30.09.2017): 28–32. http://dx.doi.org/10.22471/crisis.2017.2.3.28.

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Falecki, Janusz. „The analysis of crisis management systems operating in selected countries in the aspect of public security“. Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 18, Nr. 2 (30.06.2017): 109–0. http://dx.doi.org/10.5604/01.3001.0010.2934.

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An important source for the improvement of the crisis management system is also using of the experience of countries, which already built and used that system to ensure the security of their citizens. United States, Germany and Great Britain were selected for the study. The analyzes show that the organizational structures of the crisis management systems of the analyzed countries are multi-level and based on the structure of public administration. They consist of permanent and temporary elements, appointed at the time of crisis. In the analyzed systems work a planning process that results in crisis management plans. Decisions to launch crisis management procedures are taken at the lowest level of the system and at the same time they are supported by higher level. In the analyzed systems the crisis management process follows in the crisis management phases. Particular attention is given to the participation of the armed forces in the support of civil authorities in crisis management. It should be noted that the solutions used in the analyzed countries do not differ from the solutions used in the Polish crisis management system.

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Loriette, Sophie, Nada Matta, Mohamed Sediri und Alain Hugerot. „Crisis Clever System (CCS) – tracking experience of crisis management for decision support“. Artificial Intelligence for Engineering Design, Analysis and Manufacturing 33, Nr. 02 (Mai 2019): 188–205. http://dx.doi.org/10.1017/s0890060419000052.

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AbstractDuring a crisis situation, the ability of emergency department to take reliable and quick decisions is the main feature that defines the success or failure of this organization in the course of its crisis management. Decision makers spend time on identifying the decisions that will be taken for the whole of the crisis management, and on anticipating the preparation of these decisions, ensuring that they have time to properly prepare all decisions to be taken and, be able to implement them as fast as possible. However, the context and the characteristics of the crisis make the decision process complicated because there is no specific methodology to anticipate these decisions and properly manage collaboration with the other protagonists. There is also the pressure of time, a significant stress and, the emotional impact on the decision maker that lead to losing objectivity in decision making. We understand so that the right decision will be greatly facilitated and enhanced by the development of an adequate tool and process for decision-making. This tool must respect methods of the emergency department considered, and highlight the importance of experience feedback referencing to past cases, especially success and failures. We propose in this paper, software in order to handle experience feedback as a support for decision-making in crisis management “Crisis Clever System”. Several dimensions are considered in this study, from one side: organization, communication and problem-solving activities and from the other side the presentation and finding of experience feedback thanks to an analogy technique.

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Bryła, Jolanta. „System zarządzania kryzysami Unii Europejskiej – znaczenie dla bezpieczeństwa międzynarodowego“. Przegląd Politologiczny, Nr. 2 (19.06.2018): 101–16. http://dx.doi.org/10.14746/pp.2013.18.2.9.

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The rapid evolution of numerous contemporary threats and the development of multilateralism constitute two significant driving forces for the intensified cooperation between the European Union and the United Nations as regards crisis management. Responding to crises (threats), both natural and man-induced, in an efficient manner requires effective crisis management in order to take steps as early as possible when a threat emerges. Given the increasing external expectations in this field addressed at the EU, it has gradually been developing relevant civil as well as military instruments of crisis management and response. The EU has also been developing collaboration with the UN which calls for increased commitment of regional organizations in bearing the costs of maintaining international peace and security. Although this cooperation is mutually beneficial, it is not free from weaknesses and limitations on various levels of operation.

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Abramova, Irina. „Anti-Crisis Personnel Management in the Modern Realities of Business Development“. Modern Economics 24, Nr. 1 (16.12.2020): 6–11. http://dx.doi.org/10.31521/modecon.v24(2020)-01.

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Annotation. Introduction. The main problem of modern crisis management is associated with the lack of preventive crisis management practices of socio-economic systems, resulting in a set of emergency response measures: staff reductions, salary cuts, curtailment of training programs and staff development, which destroys the foundation of the organization – human capital. Purpose. At the same time, there are certain problematic and debatable points in terms of the formation of anti-crisis management of human resources in terms of theory and practice. Results. Accordingly, the article forms approach to the interpretation of the concept of crisis management of personnel in terms of discussion aspects such as definition, elements, principles and functions, stages. It is determined that anti-crisis personnel management is considered in terms of preventive, reactive and comprehensive approach depending on the situation in the personnel system of the enterprise. The author’s definition of “anti-crisis personnel management” is formed, which means a type of management activity that includes a set of specific functions, forms, methods and means of preventive and reactive management influence on human resources, aimed at identifying crisis phenomena, preventing crisis, its localization and liquidation; minimization of its negative impact on the further development of the enterprise. It is proved that anti-crisis personnel management is a type of anti-crisis management, ie it is characterized by specific methods, subjects and tools. The causes of personnel crises are systematized and the varieties depending on the situation in the personnel and personnel policy of the enterprise are singled out. Conclusions. Regardless of the source (external or internal), the crisis is always accompanied by extremely negative phenomena for both the organization and staff: falling production and sales, financial insolvency, a clear deterioration in the financial situation of workers, lack of employment guarantees, uncertainty of the future, lack of initiative, etc. Therefore, the issues of forming an effective system of anti-crisis personnel management, based on a clear mechanism and tools for personnel management, are relevant. Keywords: anti-crisis management; personnel; principles of anti-crisis personnel management; functions and methods of management.

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Lee, Chul Bum. „A Study on Element Military Crisis Management System“. Taegu Science University Defense Security Institute 3, Nr. 1 (30.03.2019): 21–37. http://dx.doi.org/10.37181/jscs.2019.3.1.021.

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