Gotowe bibliografie tematyczne / Crisis management

Gotowa bibliografia na temat „Crisis management”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 31 lipca 2024

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Artykuły w czasopismach na temat "Crisis management"

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Narch, Hilda. "Crisis Management Communications System". Rhetoric and Communications, nr 58 (31.01.2024): 96–109. http://dx.doi.org/10.55206/dmjz3080.

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Abstract: The article is devoted to the clarification of basic concepts related to crisis management, communications systems, leadership, strategic leadership and its relation to the internal and external factors of crisis management. The study highlights the concept of both strategic leadership and a strategic leader and their significant role in managing educational organizations, maintaining their balance, and evolving and improving their performance in the light of the globalization imposed. The aim is to present study highlights regarding topics that might deter the strategic leader’s work in achieving safety and security in public schools after detecting structural crisis. The research is based on the following hypotheses to examine and analyse the associations between strategic leadership represented by dimensions including internal environment, external factors, change management and method and strategic planning and their impact on crisis management. H1. The higher the association between strategic leadership and coping with the internal environment, the greater the lead to crisis management. H2. The higher the association between strategic leadership and coping with the external factors, the greater the lead to crisis management. The methodology includes the method of desk research. The research provides a theoretical review of previous studies of strategic leadership and its impact on crisis management; clarifying the characteristics, attributes, tasks and skills of strategic leadership; and identifying the strategic criteria and types of crises. Keywords: crisis management, information system, strategic leader, strategic leadership, educational organization, internal and external factors. Rhetoric and Communications Journal, issue 58, January 2024
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Kouzmin, Alexander. "Crisis Management in Crisis?" Administrative Theory & Praxis 30, nr 2 (styczeń 2008): 155–83. http://dx.doi.org/10.1080/10841806.2008.11029631.

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Goldberg, Steven D., i Beverly B. Harzog. "Oil Spill: Management Crisis or Crisis Management?" Journal of Contingencies and Crisis Management 4, nr 1 (marzec 1996): 1–9. http://dx.doi.org/10.1111/j.1468-5973.1996.tb00070.x.

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براهم, نور الهناء, الهام بوجدار i فراح الياس الهاني. "Crisis management strategies in economic Institutions". Finance and Business Economies Review 3, nr 1 (31.03.2019): 566–85. http://dx.doi.org/10.58205/fber.v3i1.1409.

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The study aimed to clarifying the importance of implementing crisis management strategies in economicinstitutions, reviewing the most important concepts related to crises, and how to confront crises through theimplementation of the concept of crisis management. Among The results, we noted that the mission of theinstitution does not finiched when facing crises, but extends to good implementation and effectivemonitoring of crisis management, and adopting an effective strategic approach that makes it more vital in anenvironment full of opportunities. Crisis strategies vary depending on the type and magnitude of the crisisfacing the institution. The study reached a number of recommendations, us the good preparation ofprograms and plans for crisis management in institutions and working on their review developmentcontinuonsly. While promoting the interest of businesses, have sufficient knowledge to use crisis strategiesin ordre to acquire the ability to meet and overcome sudden crises efficiently and effectively.
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Osmanagić Bedenik, Nidžara. "Pandemic crisis management". Holistic approach to environment 10, nr 4 (14.09.2020): 109–23. http://dx.doi.org/10.33765/thate.10.4.3.

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The first recorded COVID-19 case emerged in China and, within a few months, it has spread to 210 countries globally, thrusting people into danger, uncertainty, fear, and of course physical and social isolation. The impacts of this pandemic are significant for every aspect of our lives. Crises include risk and chances at the same time. As Shakespeare said, “There is nothing either good or bad, but thinking makes it so“. This paper focuses on threats and opportunities of the pandemic crisis for humans and planet Earth. Crisis is defined as an unplanned and unwanted process of limited duration and impact, which endangers primary goals, and produces ambivalent outcome. Crisis management encompasses three phases: avoiding the crisis, identifying its symptoms when they occur and finding ways out of the crisis. There are several research questions related to that. First, could the COVID-19 crisis be avoided? Or at least could its onset be recognized early? Second, how can the pandemic crisis be measured in terms of its intensity and depth? Third, which ways lead us out of the crisis? And fourth, which lessons have to be learned? Exploring the novel literature and research findings provides new insights into the pandemic crisis and the crisis management process, which is the aim of the paper. With its results and major conclusions this paper provides a holistic perspective to the pandemic crisis and crisis management.
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Čelesnik, Goran, Mladen Radujković i Igor Vrečko. "Resolving Companies in Crisis: Agile Crisis Project Management". Organizacija 51, nr 4 (1.12.2018): 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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Saflow, Amany, Dr Mostafa Aldarwish i Dr Hussam Khadija. "The Impact of Modern Crisis Management Strategies on Crisis Management Planning". International Journal of Management and Humanities 9, nr 7 (30.03.2023): 12–21. http://dx.doi.org/10.35940/ijmh.f1578.039723.

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The research aims to identify modern strategies for crisis management, and their impact on planning for crisis management, where the research was applied to employees in the directorates of the university presidency and its offices, totaling (75) employees. The researcher used the descriptive approach, and a questionnaire consisting of (28) items was prepared. It included two approaches (modern strategies for crisis management, and crisis management planning). A questionnaire was distributed electronically to a research sample of (60) employees, which was determined from the Krejci and Morgan table. The researcher found that there is a statistically significant effect of modern strategies for crisis management on management planning the crisis, at the level of significance of 5%, and the most modern used strategies were the strategy of Crisis Fragmentation, followed by Changing Path strategy, then the strategy of Containing the Crisis, then the strategy of Crisis Exhausting, followed by the strategy of the Work Teams, then the strategy of the Mobilization Reserve in the last phase. The research concluded there are no statistically significant differences in modern strategies for crisis management according to the variable (gender, educational qualification, respondent’s character, age), at the level of significance of 5%, and the researcher recommended the need to form task forces to manage crises in colleges with expertise, provide the necessary material and human support.
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Parnell, John A., William “Rick” Crandall, Long Zhang i Yuanyuan Lin. "Visualizing Crisis Management: Crisis Experience, Concern, and Training in China". Journal of Comparative International Management 26, nr 1 (30.06.2023): 35–64. http://dx.doi.org/10.55482/jcim.2023.33534.

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China’s increasing international prominence has prompted additional research on how Chinese firms manage organizational crises. The purpose of this paper is to identify patterns of concerns and experiences with crises in China. We report on a survey of 105 managers and non-managers in China about their experience and concern with crises in their firms. Our analysis underscores three key findings. First, one's concern about a crisis is strongly associated with one's experience involving that crisis. Second, views about crisis experience and concern differ between employees in state-owned enterprises (SOEs) and non-SOEs. Finally, despite these differences, perspectives on crisis training among SOE and non-SOE firms are similar. This paper augments the literature by identifying relationships among crisis experience, crisis concern, and training in Chinese organizations.
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Нurzhii, Natalia, i Natalia Kulachek. "Crisis management". Management and entrepreneurship: trends of development, nr 4 (06) (2018): 20–26. http://dx.doi.org/10.26661/2522-1566/2018-4/06-02.

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Zólyomi, Zsolt. "Crisis Management". Hadmérnök 14, nr 1 (8.04.2019): 352–70. http://dx.doi.org/10.32567/hm.2019.1.27.

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The security professionals are always talking about Emergency Plan, Emergency Preparedness, Emergency Response, Crisis Management, Crisis Management Plan, Business Continuity Management, Business Continuity Plan. etc. That is a question whichcomes to my mind do we know exactly what these phrases meanings are? My experiences show, usually we have different interpretations on the above mentioned expressions. Briefly we need to have an Emergency Plan to provide our Emergency Preparedness and to be able to take our Emergency Responses in case of a real Emergency situation. If we were able to eliminate the Emergency situation the problemhas been solved. If we had no success the Emergency can be develop a crisis situation which we need to manage by the Crisis Management Plan. As we are over the crisis we need to adopt our Business Continuity Plan to be able to manage our continuous operationor production. The aim of this study to providea useful tool or set up for security leaders on Crisis Management which is a clear security task and not as like Emergency Preparedness which is related to safety organization as Business Continuity is connected to each business functions.
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Rozprawy doktorskie na temat "Crisis management"

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Holmgren, Fredrik, i Karl-Rikard Johansson. "Crisis Management : The nature of managing crises". Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-27208.

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Purpose - The purpose of this thesis is to provide recommendations for commercial organizations when managing crises. By examining the ongoing operations of health care organizations the thesis will investigate the application of a similar structure toward commercial organizations. Background - In the globalized a fast paced reality we operate in it is essential for organizations to be prepared for the unthinkable. This have been illustrated not only in reality, but also empathized by a vast amount of researchers. A survey made by Steelhenge, an international consultancy, argues that organizations are not sufficiently prepared for crises. Researchers have also notified this lack of crisis preparedness within organizations. We argue that being crisis prepared is an essential factor and responsibility for commercial organizations in modern society. Method - In order to answer the research questions we have used a qualitative research method. The qualitative research method is further linked to the descripto-exploratory purpose, abductive reasoning and directed content analysis that provide a mixture of concept and data driven categories. We have conducted semi-structured, one-on-one interviews within health care organizations and commercial organizations. The respondents were chosen by a purposive and self-selecting sampling method. Conclusion - The empirical study suggests that there are learning’s to be considered for commercial organizations by applying health care organizations operational structure. What can be concluded is that health care organizations rely on coordination between individuals or teams to solve multi-functional issues. Commercial organizations would implement CMT’s to use a similar structure with all the essential factors for efficient coordination.
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King, Brian Robert. "Presidential management of international crises structured management approaches and crisis learning /". Cincinnati, Ohio : University of Cincinnati, 2004. http://www.ohiolink.edu/etd/view.cgi?acc%5Fnum=ucin1115380406.

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Thesis (Ph. D.)--University of Cincinnati, 2004.
Title from electronic thesis title page (viewed May 23, 2006). Includes abstract. Keywords: presidency; presidential style; international crisis; crisis management; organizational learning; Eisenhower, Dwight D. Includes bibliographical references.
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King, Brian Robert. "Presidential Management of International Crises: Structured Management Approaches and Crisis Learning". University of Cincinnati / OhioLINK, 2005. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1115380406.

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Rushwaya, Mauru. "Online crisis management /". Full text available online, 2004. http://www.lib.rowan.edu/find/theses.

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Ahlin, Katarina, i Sanna Bredin. "European Aviation Crisis Management". Thesis, Linköpings universitet, Kommunikations- och transportsystem, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-104012.

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Our aim is to investigate and evaluate the efficiency of crisis management in European aviation, and to recommend enhancements. To fulfill this, we mapped the current crisis management plans and created a fictive scenario where a cyber-attack shut down the power at five of the major airports in Europe. Air traffic in Europe was reconstructed to a chosen day; the 16th of September 2013, and the reconstructed traffic situation was used in the scenario. We also created a model, for the purpose of showing the effect of a cut in time for the steps in the crisis management plan may have on the traffic waiting to depart at the closed airports. When using these means, we could implement the crisis management plans on the fictive scenario and make changes to the plans for a new implementation. The existing crisis management plans were compared to the modified plans made by us, and it was found that usage of a common platform for the different stakeholders involved in the crisis could improve the efficiency of the crisis management.
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MacNeil, Wilson K. "Crisis management for schools". Thesis, University of Dundee, 2013. https://discovery.dundee.ac.uk/en/studentTheses/809917ee-b66a-44d5-acd1-6f9a22869f4c.

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Initial modules review the literature on critical incidents or crises with emphasis on a school context where possible and appropriate. A widely accepted four-stage model is used as a basis for the review. In the field of crisis management, practice appears to be based mainly on clinical judgement and the related best practice literature provides valuable insights. A number of specific programs are discussed which do have some founding in research. For a range of reasons, mental health promotion in the school context is gaining attention and appears a particularly promising area that can be used effectively. A number of interventions are of questionable efficacy. Youth Suicide is considered as an issue of specific importance to schools. In module 4, a skills-based training workshop is developed around a scenario of an evolving crisis. With the intent of giving school staff the skills to undertake the multiplicity of tasks that may be required, the workshop uses evidence-based and best practice recommendations to create a coherent path through crisis situations. The following module takes this process further by creating a comprehensive, step-by-step process for producing a school crisis management plan that sets out how the Crisis Management Team will operate, the tasks it will perform and the support that will be available, Module 6 looks at school safety and the link to crisis management. Critical questions are considered in relation to the value of a safety audit to a school and to the Crisis Management process, and, whether taking actions based on an audit leads to a safer school. Finally, consideration is given to how the school can support recovery after a crisis. Practical actions are identified for immediate and ongoing actions based on particular models where there is some supportive evidence as to effectiveness. Limitations are noted, particularly that much of the research is based on disasters and focuses on Post Traumatic Stress Disorder.
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Suric, Francisco 1992, i Raúl 1992 Noguera. "Crisis management and simulation". Tesis, Universidad de Chile, 2016. http://repositorio.uchile.cl/handle/2250/139935.

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Seminario para optar al título de Ingeniero Comercial
The purpose of this research is to show the opportunities that Business Simulations produce when combining them with Crisis Management in a non-controlled environment. Although, there are some other studies about each topic, but this non studied synergy created shows a much more important and efficient effect when talking about managing a crisis. We used a systematic data collection of relevant articles that talked about each stage of a crisis management, making a vast literature background for each one. A combination and collision of conclusions and studies of each topic, ended up in the main topic of this article, where the authors got to capture the importance and efficiency of the combination strategy between Crisis Management and Crisis Simulation. We found that crisis management literature divides a crisis in three stages: Prevention, Handling and Recovering. These stages allude to the timing of the action to control the crisis, where a pre-crisis action stands for Prevention, in-crisis actions go for Handling and after-crisis actions relate to Recovery. In each stage, a crisis simulation would help firms by improving their reaction time and capacity, their adaptability and reduce costs of a bad decision. Our results are important because other articles talk about these topics separately and the synergy and efficiency that comes with the use of both topics in parallel is not noticed, so the importance of this research would be to note and explain this synergy and efficiency, and make emphasis in how simple can this be implemented.
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Mustafa, A. "Crisis management in companies". Master's thesis, Сумський державний університет, 2019. http://essuir.sumdu.edu.ua/handle/123456789/76446.

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In the first section of the work " Theoretical aspects of crisis management at the enterprise ", the essence and main tasks, principles and factors of crisis analysis as well the role of this type of management were observed. In the second part of the work "Analysis of financial condition of LLC "GrandEvrobud" the general characteristics of the company was observed as well as were calculated and analyzed the main financial indicators. The third section of the paper " Actions of financial crisis management of LLC "GrandEvrobud" examines signs and probability of financial crisis at the enterprise and proposes a ways to avoid it.
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FISOGNI, COSTANZO. "Il civilian crisis management nell'Unione Europea". Doctoral thesis, Università Cattolica del Sacro Cuore, 2007. http://hdl.handle.net/10280/120.

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La gestione civile delle crisi (GCC) si inserisce nel contesto della Politica Europea di Sicurezza e Difesa (PESD) che, a sua volta, è uno degli elementi della più ampia PESC (Politica Estera e di Sicurezza Comune). GCC, PESD e PESC sono componenti delle relazioni esterne dell'Unione europea (UE). La gestione civile delle crisi è una policy dell'UE la cui analisi richiede di rispondere a diversi quesiti teorico pratici: 1) cosa è esattamente la gestione civile delle crisi e a cosa essa corrisponde in ambito UE (Capitolo I); 2) quali sono le caratteristiche generali delle iniziative civili per il mantenimento della pace e della sicurezza internazionali realizzate dalle Nazioni Unite (NU), dall'Organizzazione per la Sicurezza e la Cooperazione in Europa (OSCE), dall'Unione dell'Europa Occidentale e dalla NATO (Capitolo I), 3) come si è sviluppata la GCC dal trattato di Maastricht a oggi (Capitolo II e Capitolo III); 4) come si concepisce, pianifica e lancia una missione di GCC (Capitolo iv); quali sono le missioni di GCC realizzate dall'UE dal 1997 al 2006 (capitolo v); 5) quale è la relazione tra PESC, PESD E GCC e il valore aggiunto della GCC dell'ue rispetto ad altre organizzazioni internazionali (Conclusioni)
Civilian Crisis Management (CCM) is part of the European security and defence policy (ESDP), which is, on its own, an element of the broader common foreign and security policy (CFSP). CCM, ESDP and CFSP are tools of the external relations of the European Union (EU) . Civilian crisis management is a policy of the EU whose analysis requires both a theoretical and practical approach. It is indispensable to understand what civilian crisis management is, in general, and specifically in the framework of the European Union (Chapter I). Afterwards, some attention has been devoted to the investigation of the civilian crisis management initiatives of the United Nations (UN), of the Organization for Security and Cooperation in Europe (OSCE), of the Western European Union (WEU) and of the North Atlantic Treaty Organization (NATO) (Chapter I). A further step in the understanding of the CCM of the EU is the evaluation of its historical evolution from the Treaty of Maastricht up to 2006 (Chapter II and III). It is also paramount to consider how CCM missions are designed, planned and deployed (Chapter IV) and which missions have been carried trough until 2006 (Chapter V). Finally, it has been evaluated which is the current relations in-between CCM, ESDP and CFSP and which is the added value of EU's CCM compared to the initiatives of other international organizations (Conclusions).
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FISOGNI, COSTANZO. "Il civilian crisis management nell'Unione Europea". Doctoral thesis, Università Cattolica del Sacro Cuore, 2007. http://hdl.handle.net/10280/120.

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La gestione civile delle crisi (GCC) si inserisce nel contesto della Politica Europea di Sicurezza e Difesa (PESD) che, a sua volta, è uno degli elementi della più ampia PESC (Politica Estera e di Sicurezza Comune). GCC, PESD e PESC sono componenti delle relazioni esterne dell'Unione europea (UE). La gestione civile delle crisi è una policy dell'UE la cui analisi richiede di rispondere a diversi quesiti teorico pratici: 1) cosa è esattamente la gestione civile delle crisi e a cosa essa corrisponde in ambito UE (Capitolo I); 2) quali sono le caratteristiche generali delle iniziative civili per il mantenimento della pace e della sicurezza internazionali realizzate dalle Nazioni Unite (NU), dall'Organizzazione per la Sicurezza e la Cooperazione in Europa (OSCE), dall'Unione dell'Europa Occidentale e dalla NATO (Capitolo I), 3) come si è sviluppata la GCC dal trattato di Maastricht a oggi (Capitolo II e Capitolo III); 4) come si concepisce, pianifica e lancia una missione di GCC (Capitolo iv); quali sono le missioni di GCC realizzate dall'UE dal 1997 al 2006 (capitolo v); 5) quale è la relazione tra PESC, PESD E GCC e il valore aggiunto della GCC dell'ue rispetto ad altre organizzazioni internazionali (Conclusioni)
Civilian Crisis Management (CCM) is part of the European security and defence policy (ESDP), which is, on its own, an element of the broader common foreign and security policy (CFSP). CCM, ESDP and CFSP are tools of the external relations of the European Union (EU) . Civilian crisis management is a policy of the EU whose analysis requires both a theoretical and practical approach. It is indispensable to understand what civilian crisis management is, in general, and specifically in the framework of the European Union (Chapter I). Afterwards, some attention has been devoted to the investigation of the civilian crisis management initiatives of the United Nations (UN), of the Organization for Security and Cooperation in Europe (OSCE), of the Western European Union (WEU) and of the North Atlantic Treaty Organization (NATO) (Chapter I). A further step in the understanding of the CCM of the EU is the evaluation of its historical evolution from the Treaty of Maastricht up to 2006 (Chapter II and III). It is also paramount to consider how CCM missions are designed, planned and deployed (Chapter IV) and which missions have been carried trough until 2006 (Chapter V). Finally, it has been evaluated which is the current relations in-between CCM, ESDP and CFSP and which is the added value of EU's CCM compared to the initiatives of other international organizations (Conclusions).
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Książki na temat "Crisis management"

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Boin, Arjen. Crisis Management. 1 Oliver's Yard, 55 City Road, London EC1Y 1SP United Kingdom: SAGE Publications Ltd, 2008. http://dx.doi.org/10.4135/9781446261262.

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Orehov, Vladimir, Tat'yana Orehova, Konstantin Baldin, Vladimir Busov i Nina Perekalina. Crisis management. ru: INFRA-M Academic Publishing LLC., 2022. http://dx.doi.org/10.12737/1085324.

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The textbook examines the anti-crisis management of the economy and security of the Russian Federation in the context of international economic and political sanctions, financial, information and computer attacks and challenges, attempts at military confrontation with Russia, as well as management in the context of reforming, transforming the economy by moving away from the liberal paradigm, taking into account trends at the macro and micro levels. The theoretical and practical foundations of the insolvency (bankruptcy) of enterprises, methods of forecasting the results of anti-crisis management of the organization are described. The role of investments as a source of anti-crisis management, as well as innovations and increasing the productivity of aggregate labor as the main factors ensuring the growth of the country's economy is analyzed. Attention is paid to the peculiarities of social partnership, ensuring economic security, and the methodology of the company's recovery from the crisis. Meets the requirements of the federal state educational standards of higher education of the latest generation. For undergraduate, graduate, postgraduate students and teachers of higher educational institutions with economic areas of training and specialties, as well as researchers, managers and managers of firms.
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Patrick, Alvintzi, i Eder Hannes, red. Crisis management. Hauppauge, N.Y: Nova Science Publishers, 2009.

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Alvintzi, Patrick. Crisis management. New York: Nova Science Publishers, 2010.

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Club, Executive Business, red. Crisis management. Stockport: Executive Business Club, 1993.

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Arjen, Boin, red. Crisis management. Los Angeles: SAGE Publications, 2008.

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Ozark, Allen. Crisis management. Tucson, AZ: Fedhealth Fiction, 2010.

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Zdziarski, Eugene L., Norbert W. Dunkel i J. Michael Rollo, red. Campus Crisis Management. 2nd edition. | New York, NY : Routledge, 2021. | First edition entered under: Zdziarski, Eugene L.: Routledge, 2020. http://dx.doi.org/10.4324/9780429321658.

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Orehov, Vladimir, Tat'yana Orehova i Konstantin Baldin. Anti-crisis management. ru: INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1093041.

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The anti-crisis management of the economy and national security of the Russian Federation in modern conditions (pandemics, hybrid wars, competitive restrictions and anti-Russian propaganda from the West), approaches to Western sanctions as new opportunities for the development of the Russian Federation are considered. The ways of developing an innovative economy and increasing the productivity of aggregate labor as the main sources that ensure the accelerated development of the country are outlined. Attention is paid to the peculiarities of social partnership, economic and financial crises in the trends of macro - and micro-development, the role of investment as a financial source of anti-crisis management. The theoretical and practical foundations of the insolvency (bankruptcy) of enterprises and individual entrepreneurs, the methodology of the enterprise's recovery from the crisis, forecasting the results of anti-crisis management are described. Meets the requirements of the federal state educational standards of higher education of the latest generation. For undergraduate, graduate, postgraduate students and teachers of higher educational institutions of economic specialties, as well as researchers, managers and managers of firms.
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Kaschner, Holger. Cyber Crisis Management. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-35489-3.

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Części książek na temat "Crisis management"

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Salmon, Trevor C., i Raad Alkadari. "Crises, Crisis Management and Crisis Prevention". W International Security in the Modern World, 115–32. London: Palgrave Macmillan UK, 1992. http://dx.doi.org/10.1007/978-1-349-10772-8_7.

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Nair, Basskaran, Saltanat Janenova i Balzhan Serikbayeva. "Crisis Management". W A Primer on Policy Communication in Kazakhstan, 81–94. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-15-0610-9_6.

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Morris, Trevor, i Simon Goldsworthy. "Crisis Management". W PR Today, 287–300. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-0-230-34679-6_14.

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Bowen, Shannon A., i Alessandro Lovari. "Crisis Management". W The Palgrave Encyclopedia of Interest Groups, Lobbying and Public Affairs, 1–10. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-13895-0_18-1.

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Koscher, Eva Maria Katharina, i Lars Schweizer. "Crisis Management". W Encyclopedia of Sustainable Management, 1–3. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-02006-4_201-1.

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Clutterbuck, Richard. "Crisis Management". W Kidnap, Hijack and Extortion: The Response, 121–39. London: Palgrave Macmillan UK, 1987. http://dx.doi.org/10.1007/978-1-349-18754-6_12.

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Brown, Nellie J., i Nancy J. Lampen. "Crisis Management". W The Encyclopedia of Human Resource Management, 147–52. San Francisco, CA: Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364741.ch26.

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Morris, Trevor, i Simon Goldsworthy. "Crisis Management". W PR today, 251–64. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-49570-9_14.

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Kahn, Marc J., i Neil Baum. "Crisis Management". W The Business Basics of Building and Managing a Healthcare Practice, 167–70. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-27776-5_22.

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Allen, Clare, i Morag Maddocks. "Crisis Management". W The Experience of Managing, 71–78. London: Palgrave Macmillan UK, 1999. http://dx.doi.org/10.1007/978-1-349-27328-7_8.

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Streszczenia konferencji na temat "Crisis management"

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Timbaliuc, Natalia. "Crisis management within organizations". W Conferinta stiintifica internationala "Strategii si politici de management in economia contemporana", editia VII. Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2022.15.

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The problem of crisis management is discussed in various fields. Organizations, as a key component of today's society, are not exempt from this important issue. This study aims to analyze crises and crisis management in organizations. Crises are inevitable, and organizations are not exempt from the need to manage them, no matter how prepared they are. This article aimed to examine the concepts of crisis and crisis management, the types of crises, the patterns and stages through which crises pass in organizations. It is the responsibility of managers to include crisis prevention and management in organizations' strategic plans, with the aim of minimizing the unwanted effects that crises have on the organizations' activity.
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Zupan, Robert, Stanislav Franges, Ivka Kljajic i Marta Stanic. "CRISIS MANAGEMENT AND CARTOGRAPHY". W 22nd SGEM International Multidisciplinary Scientific GeoConference 2022. STEF92 Technology, 2022. http://dx.doi.org/10.5593/sgem2022v/6.2/s27.68.

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In the last two years, given the frequent occurrence of crisis situations, we are becoming more aware of them and the need for proper management of emerging crisis situations and prediction of possible crises in the near future is becoming a necessity [1]. Crisis management is a complex process consisting of several phases that will be explained in this paper. Within each phase there is room for the use of cartographic support. It speeds up communication and provides an indispensable source of information for predicting risks and dangers and analyzing the impact of the crisis on a particular area [2]. Nowadays, the basic source of information is the Internet, so people first look for solutions and instructions on the Internet during crisis situations. It emphasizes the role of online cartographic bases that can be a visualization tool to direct people to safe places and shelters and a source of communication to seek help and mark endangered sites immediately after a crisis situation occurs [3]. After studying the available online views for the Republic of Croatia, a web map and cartographic application for the Republic of Croatia and crisis situations relevant to its area were created as an example of cartographic representations in crisis situations that are missing, which would enable a comprehensive analysis of crisis situations in Croatia by counties.
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MacEachren, Alan M., Guoray Cai, Michael McNeese, Rajeev Sharma i Sven Fuhrmann. "GeoCollaborative crisis management". W the 2006 national conference. New York, New York, USA: ACM Press, 2006. http://dx.doi.org/10.1145/1146598.1146624.

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Goschin, Zizi. "Crisis Management or Crisis Preparedness? The Importance of Economic Diversification in Building Resilience to Economic Crises". W International Conference On Research In Management. Acavent, 2019. http://dx.doi.org/10.33422/icrmanagement.2019.10.962.

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Fabian, Karol. "RANSOMWARE CRISIS MANAGEMENT AND CRISIS SCENARIO SIMULATION". W 17th International Multidisciplinary Scientific GeoConference SGEM2017. Stef92 Technology, 2017. http://dx.doi.org/10.5593/sgem2017/21/s07.068.

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Yu, Angus G. "Software Crisis, What Software Crisis?" W 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5302061.

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Ashker, Mohamed, i Mohamed Nifroosha. "Leadership In Crisis Management: A Study Based On Total Quality Management Practices". W 28th Global Conference on Business Management and Economics. Global Conference Alliance, 2022. http://dx.doi.org/10.62510/zwxi6741.

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In today’s fast-paced business climate, crisis is a more complicated challenges for the leaders. Unpredictable technological developments, economic shifts, human hardships, and political consequences all combine to create uncertainty in today’s business climate. Economic disruptions that culminate in crises are one way in which this instability presents itself beyond the authority of the government. Not only are those who have fled the country affected by the crisis, but so are those who are worried about losing their jobs in any of the other nations across the world. Clearly, businesses are fascinated by the current state of affairs. However, the environment is also a factor in crisis situations. If a crisis isn’t contained or dealt with properly, it will snowball and set off a cascade of crises. An authoritarian leadership style has given way to a more collaborative and participatory one as the country has been rocked by political and economic turbulence. The world of business is becoming more complicated and nuanced. As a result of these enhancements, traditional crisis managers have evolved into a leader model that encourages scenario analysis and teamwork to develop the best possible solution. In order to better understand how to lead in times of crisis, we need to look at leadership from both a leadership and a crisis perspective. Crisis management is often regarded as a technique for evaluating the effects of adverse conditions, regardless of their origin, in an optimum and timely manner. There will be a comparison of the notions of leader and executive in the first section of this article, which will be accompanied with considerable literature on leadership ideas from total quality management principles. Leadership in crisis management will be discussed further in the second half of the paper, and the relevance and contribution to literature of crisis leadership will be examined in the last section.
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GHIBERDIC, Marius-Florin, i Răzvan-Cătălin DOBREA. "LEARNING UNDER PRESSURE: THE DYNAMICS OF ADAPTATION AND TRANSFORMATION IN THE CONTEXT OF CRISIS MANAGEMENT". W INTERNATIONAL MANAGEMENT CONFERENCE. Editura ASE, 2024. http://dx.doi.org/10.24818/imc/2023/02.16.

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In an ever-changing world of threats and vulnerabilities, crisis management actors must continuously learn to adapt and transform their response capabilities. The most important challenge lies in the duality of the crisis management system, which is a system for planning between crises as well as a system for responding during crises. In this context, it is necessary to identify a model that allows understanding how systems subject to crisis conditions learn to adapt and transform. Such a model is used to improve understanding of the dynamics of learning and changing crisis management systems. Despite the fact that the global response to the COVID-19 pandemic has rapidly developed countermeasures, mainly of a medical nature, it has failed to ensure the resilience of health systems and economies, with the total human and economic cost still being felt. Based on this reality, our objective is to identify, through concrete examples, how we should learn from these shortcomings, i.e., how to implement more inclusive and equitable frameworks to prevent and respond to crises (health crises in this case). Taking measures to rebuild public and investor confidence in resilient local productive capacity, supply chains, regulatory frameworks, etc. and putting the voices of crisis managers at the heart of decision-making can help ensure preparedness for future threats. So, it's time to move beyond just talking about learning under pressure and implementing lessons and instead act consciously for a more resilient future.
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Толстухин, Владимир Валерьевич. "VARIOUS TYPES OF CRISES, PREREQUISITES, STRATEGIES AND TACTICS OF CRISIS MANAGEMENT". W Роль теории и практики в устойчивом развитии современной науки: сборник статей международной научной конференции (Санкт-Петербург, Декабрь 2022). Crossref, 2023. http://dx.doi.org/10.37539/221202.2022.88.76.003.

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Даны понятия «кризис» и «антикризисное управление», представлена их сущность. Отмечены причины возникновения кризисов на предприятии, представлены разновидности кризисов. Выделены различные виды кризисов, определены классификационные признаки. Представлена роль кризисов в социально-экономическом развитии общества. Определена схема стратегии и тактики в антикризисном управлении. Описаны тактические мероприятия при наступлении кризиса. The concepts of "crisis" and "anti-crisis management" are given, their essence is presented. The causes of crises at the enterprise are noted, varieties of crises are presented. Various types of crises are identified, classification features are determined. The role of crises in the socio-economic development of society is presented. The scheme of strategy and tactics in crisis management is defined. Tactical measures in the event of a crisis are described.
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Brumarová, Lenka, Jakub Brumar i Kateřina Tomanová. "Preparedness in Crisis Management". W Proceedings of the 29th European Safety and Reliability Conference (ESREL). Singapore: Research Publishing Services, 2020. http://dx.doi.org/10.3850/978-981-14-8593-0_4442-cd.

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Raporty organizacyjne na temat "Crisis management"

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Stulz, René. Crisis Risk and Risk Management. Cambridge, MA: National Bureau of Economic Research, maj 2023. http://dx.doi.org/10.3386/w31252.

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Djordjevich, Donna D., Pamela K. Barr, Jason Darrel Arnold, Michael M. Johnson, Timothy J. Sa, Marilyn F. Hawley, Midge L. Davis i in. Understanding communication in counterterrorism crisis management. Office of Scientific and Technical Information (OSTI), październik 2004. http://dx.doi.org/10.2172/920127.

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Chiang, Chun W. Crisis Management in the Taiwan Strait. Fort Belvoir, VA: Defense Technical Information Center, kwiecień 2003. http://dx.doi.org/10.21236/ada415086.

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Vasilenko, L. A., M. I. Vronskaya, V. I. Zakharova, V. S. Karpichev, Yu V. Kolesnikov, P. P. Makagonov, G. G. Malinetsky, I. N. Rybakova, V. G. Smolkov i P. V. Shevchenko. Organization and techniques of crisis management. Moscow: Prospect, 2004. http://dx.doi.org/10.18411/vasilenko-2-14.

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Tagarev, Todor, i Valeri Ratchev. DRIVER+ Taxonomy of Crisis Management Functions 2020. Procon, 2020. http://dx.doi.org/10.11610/it4sec.0135.

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Allen, James, i George Ferguson. Agent Based Architectures for Dynamic Crisis Management. Fort Belvoir, VA: Defense Technical Information Center, czerwiec 2003. http://dx.doi.org/10.21236/ada417473.

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Chin, David N. An Instrumented Crisis Management System for Human Factors Research. Fort Belvoir, VA: Defense Technical Information Center, luty 1997. http://dx.doi.org/10.21236/ada323295.

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Campello, Murillo, Erasmo Giambona, John Graham i Campbell Harvey. Liquidity Management and Corporate Investment During a Financial Crisis. Cambridge, MA: National Bureau of Economic Research, sierpień 2010. http://dx.doi.org/10.3386/w16309.

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Buchanan, Ian. Australia avoids the crisis, by luck and good management. East Asia Forum, grudzień 2009. http://dx.doi.org/10.59425/eabc.1261605649.

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Molnar, Jr, i Joseph M. Leadership and Management, The solution to the Construction Industry Crisis. Fort Belvoir, VA: Defense Technical Information Center, styczeń 1999. http://dx.doi.org/10.21236/ada367212.

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