Role of the Crisis Management Team

1999 ◽  
pp. 83-90
Keyword(s):  
Crisis Management ◽  
Management Team

Crisis Management During an Oil Spill Response

1991 ◽  
Vol 1991 (1) ◽  
pp. 35-37
Author(s):  
John M. Noble
Keyword(s):  
Crisis Management ◽  
Oil Spill ◽  
Management Team ◽  
Direct Involvement ◽  
Oil Spill Response ◽  
Or Manager

ABSTRACT In an oil spill response operation, events generate an “incident personality.” How this personality develops depends greatly upon how control is exercised. This paper considers the crisis management element in an oil spill response and seeks to differentiate between response management and crisis management. Three incidents are briefly used as examples of how a crisis management role was defined and implemented, or not, as the case may be. The concept of crisis management is introduced. The crisis management team, or manager, will assume a role that allows for flexibility, without direct involvement in response activities. Many major companies already operate, or have plans for, a crisis management team. However, in many instances, shipowners or operators rely on their P&I clubs to step into the role of crisis management, without actively contributing themselves.

scholarly journals French Firms and COVID-19: Do the Debt Status, Crisis Management System, and Monetary Policy Play a Role?

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Mina Sami
Keyword(s):  
Monetary Policy ◽  
Stock Returns ◽  
Crisis Management ◽  
Management System ◽  
Daily Growth ◽  
Listed Firms ◽  
Study Results ◽  
Major Outbreak

Abstract This study has two main objectives: first, it assesses the effect of outbreak pandemic diseases on the French firms’ stock returns by considering the sector of activity as the main center of analysis. Second, it investigates the role of the crisis management system, firm debt strategy, and monetary policy in dealing with the adverse shocks of the major outbreak of the COVID-19. The study results can be summarized as follows: (1) the daily growth in COVID-19 cases and deaths are associated with lower stock returns of the listed firms, especially for the firms operating in the energy, industrial and health care sectors. In contrast, telecommunication and consumer sectors are not significantly affected. (2) The pandemic’s adverse effect is much more tolerant with the French firms with an efficient crisis management system and low long-term debt commitments than the firms that do not have such a system and engaged with long term debts. (3) Euribor rates and monetary policy are still playing an essential role during the pandemic period.

scholarly journals Government Administrative Control Tower in Crisis Management System: Definition, Issues, and Policy Implications

2015 ◽  
Vol 30 (3) ◽  
pp. 125-145
Author(s):  
Lee Dalgon
Keyword(s):  
Decision Making ◽  
Crisis Management ◽  
Management System ◽  
Prime Minister ◽  
Site Response ◽  
Management Control ◽  
Policy Implications ◽  
Administrative Control ◽  
Site Control

A number of scholars and media in South Korea have recently raised questions regarding the necessity of a "government administrative control tower" (GACT) for dealing with crises. This paper aims to conceptualize GACT as a crisis management system and suggests administrative methods for improving this model by examining issues raised by its operation. Since the control tower is critical in times of crisis, this paper limits its focus to the role of GACT as a crisis management control tower. In crisis, an on-site control tower focuses especially on prevention, and on-site response and management must be synchronized with a higher-level administrative decision making control tower for the system to operate properly. While a fully authorized on-site control tower should serve as the central agent, a higher-level administrative decision making control tower should mobilize additional organizations and resources to support on-site capability. The operating principle for the latter should be to create an environment in which heterogeneous parties work together to make decisions about what to do rather than the president or the prime minister directly making orders and taking control.

scholarly journals Fra motstand til endring? Endringsprosesser i organisasjonen

2021 ◽  
pp. 303-328
Author(s):  
Lotta Snickare ◽  
Eva Amundsdotter ◽  
Øystein Gullvåg Holter
Keyword(s):  
Gender Equality ◽  
Theoretical Approach ◽  
Resistance To Change ◽  
Management Team ◽  
Organization Management ◽  
Seminar Series ◽  
Organizational Work ◽  
Gender Perspectives ◽  
Faculty Management

Abstract: From Resistance to Change? Processes for Change Within an Organization Management is often identified as the key to success when changing an organization. In chapter ten, the role of the management team in gender equality work is analysed, as well as what the team needs in order to address these issues. But has the faculty management team’s commitment to gender equality work had any effects on the organization? Has the discourse changed? Are things done differently? This chapter analyzes the effects of the management team’s efforts by studying a seminar series for PhD supervisors. The series consists of two parts: five seminars before the management team embarked on gender equality work, and seven seminars after. The data show that when the management team clearly stated that gender-related challenges remained within the faculty and offered a theoretical approach and method for the organization’s gender equality work, the seminar discussions moved from resistance, denial and ambivalence, to an interest in understanding one’s own role and potential for improving gender equality. When the management team contributed to the knowledge base through education in gender perspectives and offered a method for the organizational work that all employees could apply in their everyday activities, this opened opportunities for change at all levels in the organization.

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