The Experts below are selected from a list of 8721 Experts worldwide ranked by ideXlab platform
Dennis W. Tafoya - One of the best experts on this subject based on the ideXlab platform.
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The Emergence of a Crisis in Complex, Adaptive Systems—The Organization, Its Brand, Stakeholders, and the Future
Organizations in the Face of Crisis, 2013Co-Authors: Dennis W. TafoyaAbstract:This book deals with matters related to the preparation of a Crisis Management Plan. Three elements associated with organizations in Crisis were the focus of the discussion: the organization, its brand, and the organization’s stakeholders. These three remain as the focus for this conclusion, with a twist.
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Building a Crisis Management and Recovery Plan
Organizations in the Face of Crisis, 2013Co-Authors: Dennis W. TafoyaAbstract:When a Crisis threatens an organization, those on the sidelines often question the viability of two elements: the capacity of the organization to weather the Crisis and its effects, and the leadership’s capacity to launch and lead an effective Crisis Management effort. The ubiquitous nature of a Crisis links the two and adds another level of pressure to an already tense situation. This chapter’s focus is the contents of a Crisis Management Plan.
Mee-kau Nyaw - One of the best experts on this subject based on the ideXlab platform.
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Are Hong Kong companies prepared for Crisis
Disaster Prevention and Management: An International Journal, 2002Co-Authors: John K.s. Chong, Mee-kau NyawAbstract:Since its handover from the UK to the People’s Republic of China on 30 June 1997, Hong Kong has been struck by a number of crises. This paper reports the results of an empirical investigation of how Hong Kong companies prepare for Crisis. The research design was based on a replication and extension of a study originally conducted in the USA. Analysis of data collected through a survey of senior executives revealed that 21 Hong Kong companies had a Crisis Management Plan (CMP). The rationale for Crisis Planning, and characteristics of structural components of the CMP, including both the Crisis Management team and Crisis communication Plan, are discussed.
Umashankar Venkatesh - One of the best experts on this subject based on the ideXlab platform.
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Pre‐Crisis period Planning: lessons for hospitality and tourism
Worldwide Hospitality and Tourism Themes, 2009Co-Authors: Richa Malhotra, Umashankar VenkateshAbstract:Purpose – The aim of this exploratory paper is to highlight for hospitality and tourism, the importance of an effective contingency Plan – in case the worst happens. The paper critically evaluates and suggests guidelines for preparing a Crisis Management Plan in the pre-Crisis period. This could have a significant impact on the growth of the firm as well as the industry and economy.Design/methodology/approach – Based on the review of Crisis Management literature, key issues have been identified, lack of pre-Crisis Planning has been witnessed and subsequently an existing model has been adapted to be used in generic format for preparing a contingency Plan.Findings – The paper analyzes various issues relating to readiness to address crises, different types and stages of Crisis, the relative impact of these negative events on the hospitality and tourism industry, gaps found in the Crisis Management strategies and the lessons learned from them.Originality/value – This paper should prove useful to managers considering the development of a Crisis Management Plan so that they are prepared for the unexpected in a strategic manner.
Elahe Khorasani - One of the best experts on this subject based on the ideXlab platform.
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the impact of implementing operational Crisis Management Plan in educational hospital
Iranian Red Crescent Medical Journal, 2013Co-Authors: Mohamad Mahbobi, Shahnaze Ojaghi, Mansur Rezayi, Elahe KhorasaniAbstract:Dear Editor, Hospitals constitute the most important centers which accept people during disasters such as earthquakes, wars and flood. Hospitals have sophisticated organizations due to their direct contact with human health and diseases, therefore the level of service quality in such organizations is of utmost importance (1, 2). The critical conditions resulting from disasters pose great problems for hospitals. In order to enhance efficiency in critical conditions of disaster, hospitals need to have a pre-organized operational Plan, lack of which will cause chaos and confusion at the time of Crisis (3). The current study was conducted in order to implement the operational Plan of Crisis Management in Imam Reza educational hospital, and also to evaluate its effect on preparation of hospital for encountering Crisis in 2009. The data collection tool was a checklist with 5 dimensions and 147 questions. Validity of the questionnaire was confirmed with the viewpoints of university professors, managers of hospitals who involved in Crisis, experts in Crisis Management of the Red Crescent organization of Kermanshah Province. The reliability was calculated Cronbach's α = 0.800. Initially, training classes of Crisis Management were held for all managers, authorities and personnel. Subsequently, the organizational chart of hospital Crisis Management was designed and implemented, the human resources were organized according to the chart, and ultimately, maneuvers and drills of Crisis preparation were conducted. The findings indicate that the level of preparation of the information system for encountering Crisis improved from 61.8% before intervention to 90.9% after. The level of preparation of the command center for encountering Crisis in Imam Reza hospital improved from 74.1% to 90.3% following the intervention. Training for encountering Crisis improved from 58.3% before intervention to 91.8% after intervention. The intervention improved the organization of personnel for encountering Crisis from 75% to 93.5%. Prior to intervention, no maneuvers had been conducted in the hospital in the case of Crisis; the intervention improved this figure from 0% to 93.3%. As a result, general preparation of the hospital for a coming Crisis improved from 53.8% to 92%. The intervention improved the information system of Imam Reza Hospital from 61.7% to 90.9%. A study conducted by Mosadegh Rad et al. in Isfahan reported the status of information and communicative system of hospitals to be 32% (4). The Crisis command center vigilance of hospital improved from 61.7% before intervention to 90.3% after intervention. Nowadays, command center constitutes the most common system of Crisis Management worldwide, and its acceptance is increasing due to its successful results. A study by Mahbubi reported that the Crisis command centers were feeble which is similar to our pre-intervention findings (5). The level of preparation of organization in Imam Reza hospital improved from 75% before intervention to 93.5% after. One study concerning the same issue in educational hospitals of Isfahan reported that the level of preparation was 54% (6) while another finding was not in accordance with Imam Reza hospital and showed greater preparation for organization. In fact, it is essential to organize a Crisis Management system in hospitals consisting of specified posts in organizational chart, in which each post will accomplish a certain mission under critical conditions. Such a system requires a logical structure of Management, clarifying the responsibilities and creating canals for unambiguous reports. In general, the level of preparation for Crisis in Imam Reza educational hospital in Kermanshah was 53% before intervention and improved to 92%. Crisis Management has been implemented in Amir-ol-Momenin hospital in Tehran with a command center-based organizational chart determining the responsibilities of respective individuals, which is similar to our study (7). The findings indicate that the implementation of hospital Crisis Management system in Imam Reza hospital of Kermanshah university of medical sciences improved its preparation to an acceptable level. In conclusion, we recommend organizing Crisis Management centers in Iranian hospitals in order to prepare operational Plans for encountering crises based on the unique features of each respective hospital. Such Plans need to be organized in manuals and executive instructions.
Peter E. Tarlow - One of the best experts on this subject based on the ideXlab platform.
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Tourism in Crisis: Managing the Effects of Terrorism
Journal of Travel Research, 1999Co-Authors: Sevil Sönmez, Y. Apostolopoulos, Peter E. TarlowAbstract:While tourists are free to avoid destinations associated with risk, the consequences of disastrous events on tourist destinations are inescapable and can be profound. Terrorism that targets tourism can be viewed as a disaster for a destination and ensuing events can create a serious tourism Crisis. This article argues that tourist destinations—especially those vulnerable to politically motivated violence—should incorporate Crisis Management Planning into their overall sustainable development and marketing/Management strategies to protect and rebuild their image of safety/attractiveness, to reassure potential visitors of the safety of the area, to reestablish the area’s functionality/attractiveness, and to aid local travel and tourism industry members in their economic recovery. Recommendations include having a Crisis Management Plan in place, establishing a tourism Crisis Management task force, developing a Crisis Management guidebook, and partnering with law enforcement officials.