Abstract:Modern organizations constantly face unparalleled changes and uncertainty in the competitive world, thus requiring strategic planning to mitigate crisis conditions. Underscoring crisis plans are performance interventions that prepare employees, technological systems, and the organizational culture to effectively respond to a crisis event. However, crisis planning has been an overlooked area in the performance improvement literature. In the present study, we review results of a survey on crisis planning conduct… Show more
“…The role of crisis management teams in crisis planning were also identified by 56% of the respondents in a separate survey on crisis management preparation (American Management Association, 2005). The results of these surveys and our content review of numerous empirical and conceptual studies (see Hutchins, Annulis & Gaudet, 2008, for a full review) reveal that crisis communication, crisis management teams, training, and BCPs are critical components in crisis planning. Although these components are discussed in other articles included in this issue, a brief overview of each component is provided here to build an initial understanding.…”
The problem and the solution. From the post-9/11 effect on financial and transportation industries to the corporate fraud scandals involving Enron and Tyco, organizational crises are a pervasive threat to organizational performance and sustainability.The authors' review of the literature suggests that although the impact of crises on organization effectiveness has been increasingly recognized, it has not attracted much attention from human resource development (HRD) scholars and practitioners. As a result, HRD has not considered how learning, change, and performance interventions might be used to support crisis management processes. The purpose of this article is to explore the role of HRD in organizational crisis management. Specifically, the authors review the theoretical underpinnings of organizational crisis management research, identify opportunities for HRD to be involved in crisis management processes, and explore how HRD research and practice may contribute to supporting organizations' crisis management efforts.
“…The role of crisis management teams in crisis planning were also identified by 56% of the respondents in a separate survey on crisis management preparation (American Management Association, 2005). The results of these surveys and our content review of numerous empirical and conceptual studies (see Hutchins, Annulis & Gaudet, 2008, for a full review) reveal that crisis communication, crisis management teams, training, and BCPs are critical components in crisis planning. Although these components are discussed in other articles included in this issue, a brief overview of each component is provided here to build an initial understanding.…”
The problem and the solution. From the post-9/11 effect on financial and transportation industries to the corporate fraud scandals involving Enron and Tyco, organizational crises are a pervasive threat to organizational performance and sustainability.The authors' review of the literature suggests that although the impact of crises on organization effectiveness has been increasingly recognized, it has not attracted much attention from human resource development (HRD) scholars and practitioners. As a result, HRD has not considered how learning, change, and performance interventions might be used to support crisis management processes. The purpose of this article is to explore the role of HRD in organizational crisis management. Specifically, the authors review the theoretical underpinnings of organizational crisis management research, identify opportunities for HRD to be involved in crisis management processes, and explore how HRD research and practice may contribute to supporting organizations' crisis management efforts.
“…Research on the role of professionals (Hutchins et al, 2008) during the Hurricane Katrina disaster in 2005 showed the necessity of role change in water management. The Katrina storm surge caused most (2/3) breaches in human designed levees, flooding 'safely', water-managed residential areas (ASCE, 2007).…”
Within a region, public sector organisations, private sector organisations and knowledge institutions all have a stake in finding novel ways to face tomorrow's demands. In this paper we focus on the enhanced role of universities within the social network of our increasingly knowledge based society. The regional level of this study is the cross-border Rhine-Scheldt Delta and its knowledge network on sustainable
“…In any case, if any crises should occur again, then the NOC should supervise that they are han dled appropriately. Hutchins et al (2008) state that this phase requires the NOC to engage in critical reflection on the crisis experience. The NOC should analyse the crisis impact on central and ancillary system processes, and then adapt behaviours and systems to improve crisis management practices.…”
Section: Recommendation: Actions To Limit the Impact Of A Crisismentioning
Modern management is strategic and purpose-driven and has often been neglected in sports organizations. Here, for the first time, in close cooperation with eleven National Olympic Committees and the EOC EU Office of Sport, a guide to strategic management for sports organizations is presented, which also includes crisis and change management and increases crisis resilience.
It is aimed at all those interested in (sports) management of NPOs and Olympic organizations in particular. It is a good read and includes many workshops, case studies, examples and best practice applications. The authors have been researching sports management, Olympic research and sports communication for years.
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