The principles behind institutionalized crisis responses: Applying interorganizational theory to the unique demands of crisis response networks. - Page 28 |
Save page Remove page | Previous | 28 of 318 | Next |
|
small (250x250 max)
medium (500x500 max)
Large (1000x1000 max)
Extra Large
large ( > 500x500)
Full Resolution
All (PDF)
|
This page
All
|
fortitude, moral courage, self-reliance, love of the cause, and a willingness to die
in the struggle.
Crisis Management
A crisis threatens the viability of an organization, community, or entity
at large.® Crisis management is defined by Pearson et al. (1997) as:
...helping avert crises or more effectively manage
those that do occur. To achieve this goal, senior
executives must actively endorse and participate in
crisis management efforts even prior to signals of an
impending crisis...vigilance must be the norm.^°
Unfortunately, reality shows that dealing with a crisis situation is too
often considered as the crisis is occurring or after the damage has already been
done. Evidence reveals organizational preparation as a key way to avert many
crises, manage others more effectively, and learn more fully from crises that
occur (Pearson et al., 1997: Mitroff et al., 1996). Pearson et al. (1997) offer a
five-phase sequence to follow for effective crisis management. Underlying the
five-phase sequence is Pearson's et al. (1997) belief in an organizational culture
guided by values that address the organization's top priorities. In crisis
response, the culture triggers the needs of important stakeholders and the
responsibilities of all members. The values are demonstrated by pursuing quality
in disaster processes and procedures, applying first rate resources and
’ Christine Pearson, Sarah Misra, Judith Clair, and Ian Mitroff, "Managing the
Unthinkable," Organizational Dynamics 26 (Autumn 1997): 51-64.
'“Ibid.
14
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Object Description
Description
| Title | The principles behind institutionalized crisis responses: Applying interorganizational theory to the unique demands of crisis response networks. - Page 28 |
| Repository email | cisadmin@lib.usc.edu |
| Full text | fortitude, moral courage, self-reliance, love of the cause, and a willingness to die in the struggle. Crisis Management A crisis threatens the viability of an organization, community, or entity at large.® Crisis management is defined by Pearson et al. (1997) as: ...helping avert crises or more effectively manage those that do occur. To achieve this goal, senior executives must actively endorse and participate in crisis management efforts even prior to signals of an impending crisis...vigilance must be the norm.^° Unfortunately, reality shows that dealing with a crisis situation is too often considered as the crisis is occurring or after the damage has already been done. Evidence reveals organizational preparation as a key way to avert many crises, manage others more effectively, and learn more fully from crises that occur (Pearson et al., 1997: Mitroff et al., 1996). Pearson et al. (1997) offer a five-phase sequence to follow for effective crisis management. Underlying the five-phase sequence is Pearson's et al. (1997) belief in an organizational culture guided by values that address the organization's top priorities. In crisis response, the culture triggers the needs of important stakeholders and the responsibilities of all members. The values are demonstrated by pursuing quality in disaster processes and procedures, applying first rate resources and ’ Christine Pearson, Sarah Misra, Judith Clair, and Ian Mitroff, "Managing the Unthinkable," Organizational Dynamics 26 (Autumn 1997): 51-64. '“Ibid. 14 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. |
