Abstract:
As we know, we are living in the highly competitive environment and all of companies and organizations would like to be successful and have the highest percentage of market share. Furthermore, the pace of happening disasters whether environmental (flood, T-Sonami, Hurricane, earthquake etc.) and crisis (recession, civil war, technological crisis, malevolence etc.) is increasingly sharply. Therefore, organizational resilience is transformed to one of the most controversial issues recently. Organizational resilience can help organization for coming back to the stable situation and being survived during the turbulent. This paper considers the various prominent factors, which have a direct or indirect impact on organizational resilience.
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It is so essential issues that how we can encounter with them in order to face, absorb and come back to the origin conditions. All of the experts believe that the resilience can help to decrease the turbulent detriments and survive the society and organization properly. During the longevity of each organization, it deals with various turbulent and crisis events and for surviving during this period, the organization should create a suitable organizational resilience model [1]. The recent research shows that the catastrophes impose over US$ 41 billion cost on financial damage [2]. There are many reasons that all of the organization want to establish the organization resilience model such as cost reduction, improve product quality, present proper services, enhance productivity and efficiency, and investigate new opportunities [3]. Not only, organizational resilience is not a temporary action to face crisis and distributions but also it is a very necessary policy for all the time for preparing organizations to face efficiently with the unpredictable events [4]. In addition, each organization should assess its potential resilience for identifying its factors and characteristics that illustrate a brilliant picture of the organization’s condition in the competitive market. Then, the organization needs to implement some techniques for the market environment in order to overcome the crisis impacts and transform these turbulent into opportunities [5]. Always, this question is existed which why some organizations can manage and deal with the disruptions precisely and others burden costly impacts that sometimes it leads to bankruptcy? One of the most crucial reasons is the organizational resilience implementation. This strategy excels the organization's capability to resist the internal and external changes (crisis) and it helps appropriately to come back
The ability of a company to maintain a good reputation is directly linked to the company’s ability to retain its stakeholders (Peterson, 2005). During a negative event or crisis situation, a company needs to ensure that it has effective strategies and resources in place, to deal with it responsibly, efficiently to minimize losses in share price value and public perceptions of corporate reputation (Coldwell .D, Joosub .T, & Papageorgiou .E, 2012). It is always advantageous to analyze past crises in order to develop a conceptual understanding of crisis situations and appropriateness of various means of coping with them (STERN, E. K., pg.1, 2009).
Echterling, Presbury and McKee (2005) define crisis as a turning point in one’s life that is brief, but a crucial time in which, there is opportunity for dramatic growth and positive changes, as well as the danger of violence and devastation. They further state that whatever the outcome, people do not emerge from a crisis unchanged; if there is a negative resolution, the crisis can leave alienation, bitterness, devastated relationships and even death in its wake; on the other hand, if the crisis is resolved successfully a survivor can develop a deeper appreciation for life, a stronger sense of resolve, a mature perspective, greater feelings of competence, and richer relationships.
In order to understand the thought process of leadership during a crisis, the authors state that we must first understand a conceptual model that is theoretically grounded, (Combe & Carrington, 2015). The conceptual model is divided into two elements, the descriptive and prescriptive mental models, (Combe & Carrington, 2015). The descriptive mental model focuses the external changes that occur during a crisis. The prescriptive mental model concentrates on future actions that need to be implemented to derail the cognitive overload due to continuous external changes as the situation unfolds. The prescriptive model aligns objectives, providing clarity to future implications related to the crisis, (Combe & Carrington, 2015). The authors, Combe & Carrington, (2015) have noted the importance of longitudal research perspective to capture the thought processes of interaction, communication and problem solving in a crisis. This type of research method is instrumental in depicting the challenges to incorporate better solutions to evolving situations. Sense making in a crisis defines these issues to ascertain the complexity and provide meaning to the event, (Combe & Carrington, 2015). Sense making entails the filtering of excessive data to identify the areas of importance. This perspective provides a means of taking a negative, that being disruptive and changing it to a positive or opportunity for
It was C S Holling in 1973 that introduced the term ‘Resilience’ into ecological literature as a way of understanding non-linear dynamics observed in the ecosystem. Resilience theory is referred to the capacity of a social ecological system to withstand shock and to re-build and re-new itself. According to C S Holling father of resilience theory “whatever you do climate is going to change, some of them will be sudden, some of them will be crisis but in fact these are opportunities for people to learn on how to deal with and then turn the crisis into opportunity”. Resilience is structured around acceptance of disturbance. According to Brian Walker “Resilience is the capacity of a system to undergo change and still retain its basic function and structure. In other words it is the capacity to undergo some change without crossing a threshold into a different system regime”. C S Holling defines the behaviour of ecosystem in two different ways: stability and resilience. According to him “resilience determines the persistence of the relationships within the system and is a measure of the ability of the systems to absorb changes of state variables, driving variables, parameters and still persist” . Resilience is a part of the system and stability refers to the ability of the system to return to the original position after the disturbance . According to C S Holling there are two components that are important in the system they are cyclical behaviour and its frequency and amplitude, and the configuration of forces caused by the positive and negative feedback relations. Resilience is about withstanding shocks like climate change or financial crisis and turn the circumstance into an opportunity or innovation.
Today’s resiliency leader requires unique skill sets to be successful in any organization. Leaders who capture leading by example, vision and helping others weather the storm have taken the first step to success. Followers seek the following key concepts to validate their need for the organizational structure. Visionary leaders look at the big picture of the organization, and they pave the way of future endeavors. Another concept that is equally important to a leader’s vision is leading by example. When the leader introduces the vision into an organization, they need to lead the way by setting the example of what they vision should look like. They must hold themselves and their subordinates accountable for the stage set. Lastly
Community colleges play an important role in providing students access to higher education, and serve as an entryway of opportunity for many minority students (Boswell, 2004; Suarez, 2003; Trujillo & Diaz, 1999). Latinos currently account for 12.5% of the U.S. population and are the fastest growing component of the population (U.S. Census Bureau, 2001). Community colleges enroll approximately 50% of Latino students in higher education, a number that continues to grow each year (Fry, 2002; Suarez, 2003). Scholars report that Latinos are more likely than any other racial or ethnic group to enroll in community colleges (Fry, 2002; Kurlaender, 2006; Martinez & Fernández, 2004; Suarez, 2003). These demographics show
In the nutshell, changes in business environment are unforeseeable. It is common that sometimes company’s activity shall change to continues sustainable in the open market. Some company may threat of downsizing, bankruptcy or changing business model due to unfavorably change of business environment. Thus, it is important to manage change of business environment, which involved internal and external forces of change that contribute to incremental changes and transformation quantum changes in the organisation.
As the organization grows in this stage, the entrepreneurs must learn how to manage the organization. It is at this point that a crisis of leadership emerges. In the beginning, the organizational is so busy getting started and developing new products and markets that they fail to understand the importance of managing the organizational resources. The crisis can be averted, and growth can continue to stage two, if the organization can learn the skills necessary to manage the organization.
What workers have to learn to be able to adapt to the constantly changing working environment is resilience. To be resilient means to know “how to design and implement positive adaptive behaviors quickly that are m...
Emergency management is often described in terms of “phases,” using terms such as mitigate, prepare, respond and recover. The main purpose of this assignment is to examine the origins, underlying concepts, variations, limitations, and implications of the “phases of emergency management.” In this paper we will look at definitions and descriptions of each phase or component of emergency management, the importance of understanding interrelationships and responsibilities for each phase, some newer language and associated concepts (e.g., disaster resistance, sustainability, resilience, business continuity, risk management), and the diversity of research perspectives.
Disaster Recovery Planning is the critical factor that can prevent headaches or nightmares experienced by an organization in times of disaster. Having a disaster recovery plan marks the difference between organizations that can successfully manage crises with minimal cost, effort and with maximum speed, and those organizations that cannot. By having back-up plans, not only for equipment and network recovery, but also detailed disaster recovery plans that precisely outline what steps each person involved in recovery efforts should undertake, an organization can improve their recovery time and minimize the disrupted time for their normal business functions. Thus it is essential that disaster recovery plans are carefully laid out and carefully updated regularly. Part of the plan should include a system where regular training occurs for network engineers and managers. In the disaster recovery process extra attention should also be paid to training any new employees who will have a critical role in this function. Also, the plan should require having the appropriate people actually practice what they would do to help recover business function should a disaster occur. Some organizations find it helpful to do this on a quarterly or semi-annual basis so that the plan stays current with the organization’s needs.
Sometimes people invest in businesses, but they are unable to thrive through financial crisis when they arise. The book has used several examples to helps business managers to see through their institutions during financial depression periods. When business management uses various innovative ideas, it can be able to defeat market inflations that affect the business. Investing in many innovative ideas helps business to ship in profit from different sources. The sources of income mutually benefit from each other. Therefore, should one source fail it can be supported by others. The book has given various concepts in business management. These concepts help managers in collective decision making that propel business towards goals achievement. The concepts in the book also help managers and entrepreneurs in managing the workforce in an organization. The book has also given the concepts that help business stakeholders in investing in innovative ideas that can be well integrated with modern business. It has also given case studies that help the readers to have a deeper understanding of the management
In order to understand the thought process of leadership during a crisis the author states that we must first understand a conceptual model that is theoretically grounded, (Combe & Carrington, 2015). The conceptual model is divided into two elements the descriptive and prescriptive mental models, (Combe & Carrington, 2015). The descriptive mental model focuses the external changes that occurred crating the crisis. The prescriptive mental model concentrates on future actions that need to be implemented to derail the cognitive overload due to continuous external changes as the situation unfolds. The prescriptive model aligns objectives providing clarity to future implications related to crisis, (Combe & Carrington, 2015). The authors, Combe & Carrington, (2015) have noted the importance of longitudal research perspective to capture the thought processes of interaction communication and problem solving in a crisis. This type of research method is instrumental in depicting the challenges to incorporate better solutions to evolving situations. Sense making in a crisis defines these issues to ascertain the complexity and provide meaning to the event, (Combe & Carrington, 2015). Sense making entails filtering excessive data to identify the areas of importance. This perspective provides a means of taking a negative that being disruptive and changing it to a positive or opportunity for improvement.
Resilience is the ability to cope with change. The resilience has long been touted as a essential capability for bouncing back from leadership setbacks. Resilience is not easily attainable in today’s ever-changing business environment. The faith that there will be an immediate solution when it’s not immediately evident, and the tenacity to carry-on despite a nagging gut feeling that the situation is hopeless; it requires courage to achieve such high level of success in one’s career. A strong leader tries to keep away frequent setbacks and new challenges in face of uncertainty. The practical knowledge that he/she gains through this learning experience guide the organization through difficult times.
The strategies above deal with known risks that are at least partially within the enterprise’s control. In some cases, the company may have no control over the source of the risk; and can only respond after the fact. Uncontrollable risks require developing contingency plans, specifying how the company will react in the event the risk does occur (Kendrick, 2009). For example, a contingency plan may specify a succession plan if a key executive