What Business Owners Expect From a Crisis Manager? A Competency Model: Survey Results From <scp>C</scp>zech Businesses

Mikušová, Marie; Čopíková, Andrea

doi:10.1111/1468-5973.12111

Cited by 24 publications

(18 citation statements)

References 22 publications

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“…Successful and effective managers are selected based on merit and have unique characteristics, including behaviors, skills, knowledge, attitudes, and personality traits (23). The current study's findings are in agreement with the results of other studies (24)(25)(26)(27). The competencies required for success are combined to create the competence model in the modeling process.…”

Section: Discussionsupporting

confidence: 93%

Managerial Competencies: A Pattern for Top Managers' Competency of Medical Sciences Universities

2022

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Background and aims: Managers’ competencies can influence the organization’s development and effectively promote and improve management and implementation of planned changes. This study addresses developing the pattern of specific competence of senior managers of universities of medical sciences. Methods: This research was conducted in two qualitative and quantitative phases in 2021-2022. First, it was done using a qualitative approach using conventional content analysis. The research tool was a semi-structured interview. The data from the interviews with 17 participants through the purposeful sampling method depended on the criteria. In the second phase, the variables identified in the first phase were measured through the correlation method and structural equation model using AMOS software. The tool for collecting information in this phase was a researcher-made questionnaire based on the first phase of the research. The respondents, Lawshe’s content validity ratio coefficient, and factor analysis confirmed the questionnaire’s face, content, and construct validity. Its reliability was estimated using Cronbach’s alpha coefficient at higher than 0.7. The study population of this department consists of managers in the departments of a medical sciences university (n=196). Results: The findings showed that 43 subscales were placed in 18 general categories in a paradigm model (causal factors, contextual conditions, intervening conditions, strategies, and consequences). The causal factor coefficient of the main category was 0.57, background factors on strategies were 0.59, intervening factors on strategies were 0.43, and the main category on strategies was 0.52. Finally, the factor coefficient of the strategies on the results was obtained at 0.46. Conclusion: The results of this research may contribute to knowledge about the unique competencies of top managers in the development and improvement of human resources to achieve the organization’s goals and success. These competencies can be considered in evaluating and selecting talented human resources.

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Section: Discussionsupporting

confidence: 93%

Managerial Competencies: A Pattern for Top Managers' Competency of Medical Sciences Universities

2022

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“…Integrity is number 5 on the list and the second crisis competency is not consistent with those identified by Mikušová and Čopíková (2016). The respondents indicated that integrity together morals and ethics play a big part when leading during a crisis.…”

Section: The Findings and Discussionmentioning

confidence: 85%

“…(Mikušová & Čopíková, 2016) Herbane (2010) states, 'a person feels the threat of a crisis, they will react intuitively and deal with the crisis at hand'. Mikušová and Čopíková (2016) identified several critical competencies needed within the field of crisis management from the business owner's point of view. In their study, Mikusiva and Copikova state that crisis managers use a variety of competencies which are clustered into three categories.…”

Section: Crisis Management Competenciesmentioning

confidence: 99%

“…The study is based on an exploratory research design that used a mixed methodology by incorporating questionnaires to ascertain the perception of the stakeholders about the crisis management competencies portrayed by the executive management members during a crisis. This paper aims to identify the important crisis management competencies needed by executive management members of universities in South Africa during a time of crisis as perceived by the staff (stakeholder) of the university and compare the findings to crisis management competencies identified by Mikušová and Čopíková (2016).…”

Section: Introductionmentioning

confidence: 99%

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Crisis management competencies: A university stakeholder perspective

Pharaoh,

Visser

2023

Contingencies & Crisis Mgmt

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South African Universities faced an unforeseen crisis in the form of the #FeesMustFall (#FMF) movement. The Executive Management of the affected Universities was criticized for how the crisis was handled. Due to the significant cost (over R1 billion) to the higher education sector, not just in fiscal losses, but the loss of life, the investment into crisis management would be justified. Crisis management is a business action that includes planning and organising to prepare for and to respond to threats to business activities. Reviewing the literature identified a void regarding the crisis management competencies needed by the Executive Management as perceived by stakeholders. This exploratory study made use of a mixed methodology research design. A self‐administered questionnaire incorporating open‐ended questions was used to identify and explore the competencies perceived by the stakeholders as important during times of crisis. Simple descriptive statistics were used to identify the top management competencies needed in a time of crisis as perceived by the stakeholders. This was compared with the findings in the literature. The study identified 10 management competencies perceived by stakeholders of which eight competencies are consistent with crisis management competencies found in the literature.

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“…Finally, Saaty's method was selected for multicriteria evaluation. Its suitability was proved by the studies of Borovcová and Špačková (2018), Peterková & Franek (2018) or Mikušová & Čopíková, (2016). It is obvious that, apart from the accuracy criterion, the other criteria will be strongly interconnected with the company's size.…”

Section: Methodological Approachmentioning

confidence: 99%

Demand forecasting: AI-based, statistical and hybrid models vs practice-based models - the case of SMEs and large enterprises

Kolková¹,

Ključnikov²

2022

Economics &Amp; Sociology

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Demand forecasting is one of the biggest challenges of post-pandemic logistics. It appears that logistics management based on demand prediction can be a suitable alternative to the just-in-time concept. This study aims to identify the effectiveness of AI-based and statistical forecasting models versus practice-based models for SMEs and large enterprises in practice. The study compares the effectiveness of the practice-based Prophet model with the statistical forecasting models, models based on artificial intelligence, and hybrid models developed in the academic environment. Since most of the hybrid models, and the ones based on artificial intelligence, were developed within the last ten years, the study also answers the question of whether the new models have better accuracy than the older ones. The models are evaluated using a multicriteria approach with different weight settings for SMEs and large enterprises. The results show that the Prophet model has higher accuracy than the other models on most time series. At the same time, the Prophet model is slightly less computationally demanding than hybrid models and models based on artificial neural networks. On the other hand, the results of the multicriteria evaluation show that while statistical methods are more suitable for SMEs, the prophet forecasting method is very effective in the case of large enterprises with sufficient computing power and trained predictive analysts.

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What Business Owners Expect From a Crisis Manager? A Competency Model: Survey Results From Czech Businesses

Cited by 24 publications

References 22 publications

Managerial Competencies: A Pattern for Top Managers' Competency of Medical Sciences Universities

Managerial Competencies: A Pattern for Top Managers' Competency of Medical Sciences Universities

Crisis management competencies: A university stakeholder perspective

Demand forecasting: AI-based, statistical and hybrid models vs practice-based models - the case of SMEs and large enterprises

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