Home About us Contact
|
Home About us Contact | ||
|
|
||
Crisis Events (crisis + event)
Selected AbstractsAn Exploratory Model for Evaluating Crisis Events and Managers' Concerns in Non-Profit OrganisationsJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 4 2003John E. Spillan Few organisations avoid the experience of crisis management. Some time during their life they are confronted with some type of crisis that may strain their resources and distract them from their central mission of serving its clients. Crisis management seeks to minimise the impact of these events. Although the crisis management literature is plentiful regarding larger organisations, little has been written on this subject as it relates to non-profit organisations. This study examines the perceptions and experiences of crisis events among non-profit organisation managers located in the north-eastern part of the U.S. The results reveal that only a little more than a quarter of the respondents indicated that a formal crisis management team or any plans to implement it were operating in their non-profit organisation. [source] Crisis planning: Survey results from Hurricane Katrina and implications for performance improvement professionalsPERFORMANCE IMPROVEMENT QUARTERLY, Issue 3-4 2008Holly M. Hutchins 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 conducted by the research team seven months after Hurricane Katrina. Specifically, performance improvement professionals (n=129) employed by organizations located along the western Gulf Coast were surveyed on the existence and composition of their organization's crisis planning before and after Hurricane Katrina. Results indicate that organizations did increase crisis planning during the post-Katrina period, and that crisis plans consisted of components and activities supported in the literature. We use these results to identify and discuss how performance improvement professionals might leverage their knowledge of human performance technology (HPT) in supporting organizational crisis planning efforts. [source] Assessment for crisis interventionJOURNAL OF CLINICAL PSYCHOLOGY, Issue 8 2006Rick A. Myer This article describes the triage assessment system (TAS) for crisis intervention. The TAS assesses affective, behavioral, and cognitive reactions of individuals to crisis events. This assessment model offers clinicians an understanding of the type of reactions clients are experiencing as well as the intensity of these reactions. The TAS provides a quick, accurate, and easy-to- use method that is directly usable in the intervention process. The system can also be used to monitor clients' progress during the intervention process. Two case illustrations are presented to demonstrate the use of the model. In addition, the Triage Assessment Form: Crisis Intervention is included as an Appendix. © 2006 Wiley Periodicals, Inc. J Clin Psychol: In Session 62: 959,970, 2006. [source] An Exploratory Model for Evaluating Crisis Events and Managers' Concerns in Non-Profit OrganisationsJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 4 2003John E. Spillan Few organisations avoid the experience of crisis management. Some time during their life they are confronted with some type of crisis that may strain their resources and distract them from their central mission of serving its clients. Crisis management seeks to minimise the impact of these events. Although the crisis management literature is plentiful regarding larger organisations, little has been written on this subject as it relates to non-profit organisations. This study examines the perceptions and experiences of crisis events among non-profit organisation managers located in the north-eastern part of the U.S. The results reveal that only a little more than a quarter of the respondents indicated that a formal crisis management team or any plans to implement it were operating in their non-profit organisation. [source] PERFORMING AUTHORITY: DISCURSIVE POLITICS AFTER THE ASSASSINATION OF THEO VAN GOGHPUBLIC ADMINISTRATION, Issue 1 2008MAARTEN HAJER In November 2004, the assassination of the filmmaker Theo van Gogh in Amsterdam by an Islamic extremist shocked The Netherlands. Critics of multiculturalism quickly linked the murder to the perceived failure of ,soft' integration policies and questioned the authority and legitimacy of Amsterdam's political leadership. This article studies the response of political leaders to those challenges from a performative perspective. Analysing governance as performance illuminates the importance of actively enacting political leadership in non-parliamentary settings such as talk shows, mosques and other religious meeting places, and improvised mass meetings in times of crisis. The authors distinguish different discursive means of performing authority, make suggestions for dealing with crisis events in ethnically and culturally diverse cities and draw some lessons from this approach as well as for methods of studying public administration. [source] | ||||||||||