Over 50 experts on China and the Chinese People's Liberation Army (PLA) gathered at Carlisle Barracks, Pennsylvania, from October 1-3, to attend the 2004 Chinese Crisis Management Conference. Cosponsored by the Heritage Foundation, American Enterprise Institute, and the U.S. Army War College, the conference participants discussed a framework for analyzing Chinese decisionmaking during crises, and examined historical examples of domestic, regional, and international crises and how the Chinese government dealt with them.
Nowadays, societies, governments and companies are exposed to different kind of crisis, which can occur suddenly or have a period of evolution. Therefore, organizations need a crisis management system in response to the crisis and the consequences that it could trigger. One clear episode is the COVID-19 pandemic, that has generated economic problems worldwide. In this situation, central banking have played an active role in order to preserve the economic stability of every country, trough measures, instruments and mechanisms. Behind these measures, there is a crisis management system that ensures the continuity of banking operations. Therefore, this thesis is focused on analyzing how does crisis management work in central banking, based on a case study, and a benchmarking with international central banks and proposed improvement opportunities for the bank in study. ; Author Karla Solansh Vilchez Rodriguez ; Masterarbeit Universität Linz 2022 ; Arbeit auf den öffentlichen PCs in den Bibliotheken der JKU+Medizin abrufbar
The issue to be explored here is whether the American alliance structure can or will stand up to the political pressures generated by such a technique of crisis management, as exemplified in Iraq. Also whether such techniques are necessary, and alternatively whether the traditional allies are going to be of much relevance to this particular kind of conflict. Donald Rumsfeld, the most candid and least tact-impeded of current Administration spokesmen, has implied doubt on that point, remarking in one of his TV interviews that 'the mission determines the coalition, not the coalition the mission'. The NATO allies, other than Britain, had no part to speak of in the strategy devised for Afghanistan or Iraq, except in the provision of peacekeepers afterwards. The really vital 'co-belligerents' (to revive an old World War II term which seems likely to be useful for this conflict) for Afghanistan were Pakistan, the Northern Alliance, the Central Asian Republics, and Russia, whose cooperation must have been crucial to getting US forces and bases into Central Asia. China's acquiescience was also obviously important, and India's. For Iraq they are Kuwait, Qatar and Bahrein, along diplomatically with Britain.
The issue to be explored here is whether the American alliance structure can or will stand up to the political pressures generated by such a technique of crisis management, as exemplified in Iraq. Also whether such techniques are necessary, and alternatively whether the traditional allies are going to be of much relevance to this particular kind of conflict. Donald Rumsfeld, the most candid and least tact-impeded of current Administration spokesmen, has implied doubt on that point, remarking in one of his TV interviews that 'the mission determines the coalition, not the coalition the mission'. The NATO allies, other than Britain, had no part to speak of in the strategy devised for Afghanistan or Iraq, except in the provision of peacekeepers afterwards. The really vital 'co-belligerents' (to revive an old World War II term which seems likely to be useful for this conflict) for Afghanistan were Pakistan, the Northern Alliance, the Central Asian Republics, and Russia, whose cooperation must have been crucial to getting US forces and bases into Central Asia. China's acquiescience was also obviously important, and India's. For Iraq they are Kuwait, Qatar and Bahrein, along diplomatically with Britain.
With the establishment of the Common Security and Defense Policy (CSDP) in 1999, the EU aimed to tackle challenges in the field of security by deploying various military, police, justice and rule of law missions in troubled crisis areas. The Lisbon Treaty put the instrument of CSDP Missions on a new height, putting it under the umbrella of the European External Action Service with the High Representative of the Union for Foreign Affairs & Security Policy / Vice -President of the European Commission as their highest representative. CSDP Missions - while dealing with civilian crisis management in conflict and post- conflict countries - are operating in a highly political environment with demands and direction coming from the EU Member States, the EU institution s, the Host Nations and other international actors. Common values and norms applying to CSDP Missions are underdeveloped and not well communicated. Mandates are often not clearly defined. The work force is mainly seconded by the Member States and highly di verse in respect to culture, professional background and experience and language. Women are strongly underrepresented. Even though leadership is crucial in such a challenging environment, it has never been addressed within the CSDP structures until very recently. This thesis analysis the complexities of CSDP Missions and demands put on leadership in such an environment. Furthermore, it defines best practices and closes with recommendations on how the leadership culture in CSDP Missions can be improved. Results are generated by using literature analysis, interviews with key stakeholders, online questionnaires and the authors own work experience in a CSDP Mission. For CSDP Missions to become even more successful a stronger emphasis on the development of leadership culture seems appropriate. Starting from creating a leadership development strategy, defining standard guidelines and principals for recruitment and promotion of personnel, addressing the problem of gender imbalance, importance should be also put on defining a favored leadership style and common values. Future leaders should be skilled and experienced in working in a highly politicised environment leading and empowering a multi-cultural, diverse work force. With an effective leadership culture CSDP Missions will succeed in being a strong EU actor in civilian crisis management and helping to foster security and maintain peace in the world.
The article is about revealing the content and role of HR crisis management at trade enterprises. The article provides an understanding of organizational changes, crisis phenomena, and crisis management. It is stated, that management of enterprises in a crisis state is one of the main problems of economy and legislation not only of economically developed countries, but also of countries with fragile economies, to which Ukraine still applies. A set of measures for HR crisis management at a trading company was identified. At the basis of research, it is possible to identify consistent ways to implement the steps of HR crisis management at a trading company. It is established, that as a result of a crisis, organizations may lose employees, workers, along with key talent and organizational knowledge, from low morale, fear, physical relocation or death. In this case, there are outlined the core messages to decision makers that employee's development and rewards are the major dimensions of the content of an Human Resource Management (HRM) system and that consistency and distinctiveness are the principal features of the process of HRM system, even in cases where an organization is operating under an economic crisis environment. It is stated, that the essence of crisis management of an enterprise is to provide such conditions for the functioning of an enterprise, when financial, production, marketing, personnel and other difficulties are not permanent and are quickly resolved by means of special measures. It is investigated, that HR crisis management at trade enterprises involves not only the formal organization of the work with the staff, but also a set of factors of social and psychological, moral character - democratic style of management, caring attitude to the needs of a person, attention to his/her individual characteristics, etc. It is proved, that an important factor that can contribute to effective crisis management is a well-selected, managed personnel, who respond quickly and flexibly to any changes in the ...
The article is about revealing the content and role of HR crisis management at trade enterprises. The article provides an understanding of organizational changes, crisis phenomena, and crisis management. It is stated, that management of enterprises in a crisis state is one of the main problems of economy and legislation not only of economically developed countries, but also of countries with fragile economies, to which Ukraine still applies. A set of measures for HR crisis management at a trading company was identified. At the basis of research, it is possible to identify consistent ways to implement the steps of HR crisis management at a trading company.It is established, that as a result of a crisis, organizations may lose employees, workers, along with key talent and organizational knowledge, from low morale, fear, physical relocation or death. In this case, there are outlined the core messages to decision makers that employee's development and rewards are the major dimensions of the content of an Human Resource Management (HRM) system and that consistency and distinctiveness are the principal features of the process of HRM system, even in cases where an organization is operating under an economic crisis environment. It is stated, that the essence of crisis management of an enterprise is to provide such conditions for the functioning of an enterprise, when financial, production, marketing, personnel and other difficulties are not permanent and are quickly resolved by means of special measures.It is investigated, that HR crisis management at trade enterprises involves not only the formal organization of the work with the staff, but also a set of factors of social and psychological, moral character - democratic style of management, caring attitude to the needs of a person, attention to his/her individual characteristics, etc. It is proved, that an important factor that can contribute to effective crisis management is a well-selected, managed personnel, who respond quickly and flexibly to any changes in the environment.The article establishes the HR management in the conditions of unstable or crisis state of an enterprise as a comprehensive, planned activity, based on a system of scientifically grounded principles, experience and intuition of managers of an enterprise.There are investigated the stages for HR crisis management in the market conditions as: analysis of the problem situation and state of an enterprise, diagnostics of human resources state, development and implementation of HR marketing measures, development of a HR crisis strategy and system of its marketing support, design of a HR crisis policy, development and organization of implementation of HR crisis decisions, development of measures to overcome and prevent conflicts, determination of HRM risk and ways of their overcoming, control over the implementation of HR-crisis decisions.There is created a list of actions of HR managers while crisis management, including establishment of a crisis management team, development of recovery plans, provision of communications.
Managing the impacts and potential risks of a crisis is at the forefront of many international officers minds. The coronavirus outbreak has already affected more than 130 countries and impacted over 80% of the worlds student population. This report explores how your international office can manage mobilities and international partnerships more efficiently during a time like this. ; QS
The food industry has been exposed to crises more than any other sector in the last ten years. At the same time, the framework requirements for delivering safe food have been changing in a globalised world. For this reason, crisis management for food safety poses an important but challenging task. Nonetheless, global, European, as well as German federal and regional actors have increasingly made efforts to provide safe food for consumers especially in the last ten years. Whereas global institutions focus on their role as advisers and coordinators, the European Community endeavours to manage crises concerning food safety by harmonising policy and procedures. The German federal and regional authorities have enforced crisis management for food safety primarily through structural changes as well as precautionary measures. These governmental efforts will certainly not prevent food crises, yet good crisis management can curb a crisis and its consequences. ; DE; de; efsa-focal-point@bfr.bund.de
In the presence of crisis, such as global COVID-19 pandemic crisis, governments have more and more take critical decisions to cope with consequential environmental threats in the presence of highly restricted time. This chapter provides a simple description of techniques of decision making in different environments/conditionsof crisis management and how that process is influenced by manifold social, economic and/or technical factors; ultimately it is presented how the approach of improvisation can support the process of decision-makingto cope with unforeseen and new events, rapid changes, turbulent environment and/or specific situations of emergency.Keywords. Critical decision, Decision making, Decision support, Uncertainty, COVID-19, Crisis management, Problem solving, Bounded rationality, Improvisation.JEL. F21, F68, O53, K23.
Metamorphosis in technology and contempo progress in convolution of current lifestyle have exacerbated the plausibility of the frequentness of crisis. Perennial parlous, toxic and inflammable nature of chemical products accentuate the momentous of surveying crisis management into specifics and triumph pertinent to reconnoiter its strategies. Crisis management needs diverse proposition commanding dexterity, wealth and allegiance of corporate, government representatives, inter-governmental and non-governmental establishments, etc. A clear-sighted methodology for crisis management is the crying need of the hour and, hence, there should be sincere efforts to manage the problems of crisis. Against this backdrop, this paper discerns the core issues of crisis management that must be esteemed when instituting its entire biennium in an organization. Meticulous exposition has been effected to articulate the manifoldness of the exertions and dexterity craved for managers when concocting crisis management in an organization. It sprouts pragmatic that top management professionals be familiarized with crisis management mechanism. The paper precipitates multiform key gaps of crisis management in India that does covet approached. The paper also appraises few thrusting germane and offers placid recommendations on how the future approaches for the progress of crisis management in India shall take fashion.
This article theorises the relationship of crisis and political secrecy in European public policy. Combining the literatures on crisis management and securitisation, it introduces two distinct types of crisis-related secrecy. (1) Reactive secrecy denotes the deliberate concealment of information from the public with the aim of reducing immediate negative crisis consequences. It presents itself as a functional necessity of crisis management. (2) Active secrecy is about substantive or procedural secrecy employed by authority-holders to implement their interests with fewer restraints. Here, secrecy is an instrument of crisis exploitation, reducing obstacles to extraordinary measures. This distinction is based on an understanding of authority-holders as simultaneous legitimacy- and discretion-seekers whose secrecy politics depend on the constraints and opportunities presented by crises. In order to illustrate active and reactive secrecy, the article uses examples from the euro crisis (Eurogroup summitry, ECB sovereign bond purchases) and the security crisis after 9/11 (terror lists).
Poster Papers of ISCRAM-Med 2016 - Third International Conference on Information Systems for Crisis Response and Management in Mediterranean Countries. October 26-28, 2016. Universidad Carlos III de Madrid (Spain) ; Laziness and grievous un-seriousness methods taken by governments for handling complex crisis had only brought more fuel to the fire and unfortunately left it untreated. As technologies has reached significant progress to provide in time, urgent, management solutions to take over crisis of their own. Unluckily, an evidence growth on continuous emergent events still proves the opposite. Understanding this inability and setting up ways on how to resolve it requires meditation moment on current research studies. This move is an attempt to cut off with the gap mentioned above and another move to rethink modeling and developing modern crisis management approach. This paper presents the state of the art of Emergency Crisis Management and our envisaged approach.
The food industry has been exposed to crises more than any other sector in the last ten years. At the same time, the framework requirements for delivering safe food have been changing in a globalised world. For this reason, crisis management for food safety poses an important but challenging task. Nonetheless, global, European, as well as German federal and regional actors have increasingly made efforts to provide safe food for consumers especially in the last ten years. Whereas global institutions focus on their role as advisers and coordinators, the European Community endeavours to manage crises concerning food safety by harmonising policy and procedures. The German federal and regional authorities have enforced crisis management for food safety primarily through structural changes as well as precautionary measures. These governmental efforts will certainly not prevent food crises, yet good crisis management can curb a crisis and its consequences.
In: Haugbølle , R H , Ghali , A , Yousfi , H , Limam , M & Mollerup , N G 2017 , Tunisia's 2013 National Dialogue : Political Crisis Management . Berghof Foundation , Berlin .
On July 25, 2013 the drafting of a new constitution by the Tunisian Constitutional Assembly reached a complete impasse, following the assassination of opposition politician Mohamed Brahmi that very day. Fears mounted that the fragile democratization process would come to a halt. In 2011, free and fair elections had brought the Islamist democratic party Ennahda to power, which had formed a government with two smaller opposition parties. Simultaneously, other "old" opposition forces underwent internal reforms and strengthened their position in the new political landscape. Instead of building strong coalitions, these "old" forces re-activated old struggles and disputes. Only in July 2013, during the critical moment, did the political forces realize that they needed to enter into negotiations and dialogue with each other to save the country. The so-called Quartet was formed, which managed to convince most parties represented in the National Constitutional Assembly to accept their road map and enter into negotiations focusing on three main issues: governmental, constitutional and electoral. The National Dialogue did not unfold as a well-planned process with a thought-through design, but rather was a response to an acute political crisis. Hence, the Tunisian National Dialogue served as an instrument for crisis management, implemented while the crisis was still unfolding. The Tunisian National Dialogue was an ad hoc process, with many actors engaged on different levels and several parts of the process taking place at the same time.
