Organizational management with the crisis of the Covid-19 pandemic (original) (raw)
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The role of crisis management in organisations functioning in COVID-19 pandemic conditions
E+M. Ekonomie a Management, 2022
The purpose of the paper is to analyse the influence of crisis management on job performance as well as indicate a mechanism, which supports such influence. The theoretical model was proposed based on a literature review, showing the role of organisational trust, organisational communication, knowledge sharing, job security and openness to change in shaping job performance by crisis management among organisations operating under COVID-19 pandemic conditions. The model was empirically verified based on a sample of 1,160 organisations operating in Poland, Italy and the USA during an active wave of the pandemic in 2021. The obtained results allow to confirm that crisis management significantly positively influences the job performance of employees in organisations operating under the dynamic and turbulent COVID-19 pandemic conditions. Moreover, such influence was proven to be mediated by organisational trust, organisational communication, knowledge sharing, job security and finally-openness to change. The performed analysis fills in the existing research gap and constitutes and important contribution to the field of crisis management. The results show that in order for crisis management to bring benefits to the entire organisation, employees need to go beyond the routines of their behavior and efficiently adapt to the changed conditions of the organisation. The openness to change becomes a de facto enabler of that. The obtained results also have practical implications, showing the mechanism through which crisis management impacts individual employees, allowing organisations to stimulate each factor and contributing to the possibility of ensuring more benefits coming from implementing crisis management.
Ekonomika preduzeca, 2020
Crises are an inevitable part of the life cycle of any organisation, regardless of its location, size, market, and sector. At the beginning of 2020, all organisations faced a new crisis caused by a COVID-19 pandemic. The rapid spread of the disease and its consequences to human health required a quick reaction of organisations to protect the health and safety of employees through physical distancing. Organisations had to reorganise their way of doing business and adapt to new circumstances. The first response to the crisis is to activate or form a crisis management team. The main goal of the crisis management team is to prepare the organisation for a new way of functioning by using all its opportunities and strengths to minimise the negative effects of the crisis. The success of crisis management and the recovery of an organisation depend on the quality of functioning of the crisis management team. The results of a survey conducted during April and May 2020 which included 108 member...
Proactive and Reactive Actions of the Organization during Covid-19 Pandemic Crisis
European Research Studies Journal, 2021
Purpose: The purpose of this article is to present proactive and reactive activities of organizations, which on the one hand are aimed at stopping the spread of the crisis, on the other hand reducing its negative effects on the organization. Design/Methodology/Approach: An attempt can be made to develop proactive and reactive measures for the organization to survive, thrive and acquire resilience in a pandemic crisis. Findings: On the basis of literature studies and research reports, key actions taken by organizations in the conditions of the crisis caused by Covid-19 were distinguished. These actions were analyzed, which allowed to divide them into two groups, proactive and reactive actions. Practical Implications: The distinguished activities were related to two Polish enterprises engaged in production and trade. Differences were observed in the dynamics of these two groups of actions. Originality/Value: The two groups of actions described by the authors, proactive and reactive can be recommended to various organizations addressing the challenge of the Covid-19 pandemic crisis.
Crisis Management during the Covid- 19 Pandemic
ACADEMIC TURKISH WORLD STUDIES: TOURISM, CULTURE, ART AND ARCHITECTURE, 2021
Crises have become inevitable for organizations operating in a fast and constantly changing environment due to uncertainties and sudden occurring dangers (Sonmez & Backman, 1992: 30). Crises that may develop at any time and in any circumstances have been and will be a part of life as situations to be dealt with, whether they are human- induced or originate from natural causes. Crises can occur on a scale ranging from local to global and are synonymous with an event that disrupts the pre- existing situation (Laws et al., 2007: 6). Although there is no universally accepted definition of what constitutes a crisis, the comments of different authors appear in the studies. According to Henderson (2007), a triggering event that causes a significant change or has the potential to cause a significant change, “the perception of not being able to cope with this change and a threat to the foundation of the organization” usually corresponds to the crisis (Henderson, 2007: 3). The tourism industry, which serves in constant interaction and communication with people, has a highly vulnerable structure against internal or external shocks such as natural disasters, pandemics, terrorist attacks, economic bottlenecks, and political conflicts (Yozcu & Cetin, 2019: 273). Again, health hazards arising from participation in tourism can cause crisis in tourism and these need to be addressed at national, international, industrial, and institutional level. Moreover, health plays a key role in visitor satisfaction in the tourism industry, as environments that may pose health risks affect the preferences of individuals (Henderson, 2007: 104– 105). Regarding this point of view, with the COVID- 19 pandemic affecting the whole world, crisis management has become particularly important in the tourism industry as in all other industries. The purpose of this study is to evaluate the crisis management phenomenon during the pandemic in terms of the Tourism industry. For this purpose, the crisis, types of crisis, crisis management, crisis and management in the tourism industry, factors causing crisis in the tourism industry, the COVID- 19 pandemic and its reflections on the tourism industry were explained with the literature review method, and later, the cases were evaluated in the context of the COVID- 19 pandemic.
Strategic management, 2022
The paper points out the leading role of the HR department in crisis situations, with special emphasis on the crisis caused by the COVID-19 pandemic, which affected the whole world in early 2020. Regardless of the intensity and form in which they occur, crises threaten the functioning and survival of organizations. The HR department is an important factor in the successful functioning of organizations and, in a period of crisis, this department takes a leading role in the process of crisis management and subsequent recovery. During COVID-19 pandemic, the HR department of every organization had to confront new challenges in order to protect the health of employees, while ensuring the normal functioning of organizations. In order to find out how this department dealt with crisis that occurred, empirical research with a specially designed questionnaire was conducted and filled in by 108 respondents from Serbia, Bosnia and Herzegovina, and Croatia in 2020. The research results showed that HR department has taken a leading role in preserving the health and safety of employees, as well as in the process of adapting organizations to function in crisis conditions. According to results, the key activities carried out by the HR department in organizations are work from home (wherever the nature of the work allowed), flexible working hours, reorganization of the working space to achieve the required physical distance between employees, improved hygiene measures, etc. In addition, the research results showed that, during the global COVID-19 pandemic, the HR departments took an active role in providing psychological assistance to employees to adapt to new conditions and ways of working.
Risk Management and Healthcare Policy, 2021
The fast and shocking onset of the crisis caused by the COVID-19 virus created the need for a complete crisis management of healthcare facilities to manage the current stage of the crisis. The purpose of our research is to examine the relations between the competences of crisis management in healthcare facilities and the performance of employees, measured during the acute stage of the crisis by their feeling of satisfaction, safety and creation of conditions for work, whereby we assume that these variables are mutually interlinked by the sharing of information, teamwork and cognitive diversity of the work teams. Materials and Methods: A questionnaire survey was created and used based on a sample of 216 mid-level managers of health care facilities in Slovakia, which took place during the first month after the outbreak of the crisis (during the month of March/April 2020). The Baron and Kenny mediator model has been used for research purposes and the Freedman-Schatzkin test has been used to test the mediator effect. Regression analysis has been used to verify the hypotheses. The control variables were the size of the healthcare facility based on the number of employees, gender and age of the manager, his position in the management hierarchy and the duration of practice in a management position. The ANOVA analysis of variance was used to analyze multiple dependencies. The level of significance was 5%. The research sample consisted of 216 managers at different types of healthcare facilities. Results: The hypothesis for the dependency between the crisis competences of management and performance of teams during the acute stage of the crisis, facilitated by sharing information, teamwork and cognitive diversity of crisis management was confirmed. It is a multilateral incomplete mediation, where almost two thirds of the total effect are facilitated by mediators, of which the sharing of information has the greatest effect (35%). Conclusion: Based on our mediation model, healthcare facilities, which strive to implement crisis management during the acute stage of the crisis, should place emphasis especially on reliable background information and the fast sharing of information, supporting the performance of healthcare teams. The strategies for achieving these goals should also include education focused on the development of managerial competences.
International journal of applied research, 2021
This study aims to examine the challenges and opportunities during the (COVID-19) pandemic situation. In this study, we give a different view that shows how this Coronavirus affects our personal and professional lives, and how HRM (human resource management) helps their employees during this complete lockdown situation. This study is divided into three parts, the first part that shows how Coronavirus creates an opportunity for all the employees by doing their work through a digital platform or we can say that through work from home, second part show what are the challenges faced by the employees during this pandemic, and the third part is how HRM help their employees to overcome their stress as well growth of the organization. In this study, we tried to examine all the aspects during this (COVID-19) pandemic situation, also how HRM plays their role to overcome the employees stress and to balance continence in work through this entire pandemic situation.
Entrepreneurship and Sustainability Issues
The goal of our research was to determine how crisis management competence affects employee performance of teams and the conditions in the acute stage of the crisis during the pandemic. We have used the mediator model to identify the relations. The study was carried out on a research sample of 122 companies after the outbreak of the COVID-19 pandemic in Slovakia (March-April 2020). The respondents in the research sample were managers at different company levels. The study tests the positive association between leadership * This research was supported by the Scientific Grant Agency of the Ministry of Education of Slovak Republic and the Slovak Academy of Sciences VEGA Project No. 1/0017/20 Changes in the Application of Managerial Functions in the Context of the Fourth Industrial Revolution and Adaptation Processes of Businesses in Slovakia and the project No.
The impact of the COVID-19 pandemic on work organization
The European Journal of Applied Economics
In today's fast-paced environment, business organizations are faced with the need for introducing frequent changes in order to overcome everyday challenges and improve their performance. Organization of work is one of the key elements in the adjustment to market changes, and the basis of enterprise transformation. Apart from continuous market competition, the COVID-19 pandemic and its impacts have brought about a special type of business challenge. The new situation requires even stronger cooperation between management and employees, trusting relationship and understanding of necessary changes in order to maintain business continuity in very challenging pandemic conditions. Emergencies and numerous changes in response to a challenging situation can very often disrupt normal business organization and operation. This study focuses on the role of remote work (working from home) during the COVID-19 pandemic. The theoretical framework of this paper is based on the relationship betwee...