scholarly journals The Impact of Implementing Operational Crisis Management Plan in Educational Hospital

2013 ◽  
Vol 15 (10) ◽  
Author(s):  
Mohamad Mahbobi ◽  
Shahnaze Ojaghi ◽  
Mansur Rezayi ◽  
Elahe Khorasani
Keyword(s):  
Crisis Management ◽  
Management Plan ◽  
Crisis Management Plan ◽  
The Impact

CRISIS MANAGEMENT

1996 ◽  
Vol 36 (1) ◽  
pp. 716
Author(s):  
M. Sandman
Keyword(s):  
Emergency Management ◽  
Crisis Management ◽  
Management Plan ◽  
Public Affairs ◽  
Management Team ◽  
The One ◽  
Crisis Management Plan ◽  
The Impact ◽  
Objective Being

In essence, a crisis is a Public Affairs event and it is important to distinguish between a crisis on the one hand and an emergency on the other. An emergency may not necessarily become a crisis because the focus of an emergency is internal whereas the focus of a crisis is external.At West Australian Petroleum Pty Limited (WAPET) we have a crisis management plan which has been developed to facilitate the rapid notification and response to emergency incidents involving WAPET personnel and facilities.The plan requires the organisation of an Emergency Management Team to deal with the immediate impacts of the emergency, initiate a response and address the problem as quickly as possible.In addition, a separate Crisis Management Team is mobilised to address the external crisis situation by identifying the impact of the problem on the business, initiate a media response, liaise with outside agencies and support the Emergency Management Team.The overall goal of the emergency management system is to move from a reactive to a proactive mode of operation as quickly as possible.Different levels of emergency have been identified and procedures initiated to respond by individuals at different levels within the organisation.The process is tested periodically through the use of practice drills, the objective being to ensure that if a crisis occurs, the Company has in place procedures to respond at all levels to minimise impact upon the operations of the Company both short-term and long-term and to react to media interest in any crisis event.

Developing a Crisis Management Plan

2020 ◽  
pp. 67-85
Author(s):  
J. Michael Rollo ◽  
Eugene L. Zdziarski
Keyword(s):  
Crisis Management ◽  
Management Plan ◽  
Crisis Management Plan

Adaptation of the Incident Command System to Oil Spill Response During the American Trader Spill

1991 ◽  
Vol 1991 (1) ◽  
pp. 267-272
Author(s):  
Robert G. Rolan ◽  
Keith H. Cameron
Keyword(s):  
Organizational Structure ◽  
Crisis Management ◽  
Oil Spill ◽  
Management Plan ◽  
Team Members ◽  
Incident Command System ◽  
Incident Command ◽  
Response Team ◽  
Oil Spill Response ◽  
Crisis Management Plan

ABSTRACT While developing its new crisis management plan in 1989, BP America (BPA) modified the incident command system (ICS) for use as the organizational structure of its oil spill response team. This was done to be compatible with the post-Exxon Valdez organization of the Alyeska response team and for certain advantages it would provide for responses in other locations and in other types of crisis situations. The ICS was originally developed for fighting wildfires in California and has since been widely adopted by other fire and emergency services in the U. S. While retaining most of the ICS structure, ?PA developed modifications necessary to fit the unique requirements of oil spill response. The modified ICS was used during a full scale test of ?PA's draft crisis management plan in December 1989, and thus was familiar to ?PA's top executives and other participating response team members. When the American Trader spill occurred in February 1990, BPA's management used the modified ICS organization even though the crisis management plan had not been finalized or widely distributed within the company. Details of the organizational structure evolved as the spill response progressed, in part due to the changing requirements of the response over time and in part because of previously unrecognized issues. This paper describes that evolution and the resulting final structure. Essential differences between the original ICS and BPA's oil spill version of it are highlighted. Despite the unrecognized issues and the unfamiliarity of some team members with the ICS, the organization worked well and can be credited with a share of the success of the American Trader response.

FOOD SAFETY CRISIS MANAGEMENT PLAN IN HONG KONG

2009 ◽  
Vol 29 (3) ◽  
pp. 394-413
Author(s):  
S.F. CHAN ◽  
ZENOBIA C.Y. CHAN
Keyword(s):  
Hong Kong ◽  
Food Safety ◽  
Crisis Management ◽  
Management Plan ◽  
Crisis Management Plan

scholarly journals Developing an indicative model for preserving restaurant viability during the COVID-19 crisis

2021 ◽  
pp. 146735842199805
Author(s):  
Aristeidis Gkoumas
Keyword(s):  
Cultural Context ◽  
Management Plan ◽  
Control Measures ◽  
Public Authorities ◽  
Health Crisis ◽  
The Public ◽  
Proposed Model ◽  
Food And Beverage ◽  
Crisis Management Plan ◽  
The Impact

Amid the ongoing COVID-19 pandemic, the relatively small number of reported cases of the coronavirus for the last 8 months in Taiwan suggests that the country has successfully managed to mitigate the outbreak. Following a proactive strategy, an immediate response, and a well-orchestrated monitoring system, the public authorities prevented the epidemic and avoided lockdowns, curfews, or business closures enforced by other governments across the globe. This case study explores the implications for the restaurant sector of governmental control measures created to combat the spread of the virus. Based on ethnographic research, the paper investigates the impact of the health crisis management plan on the economic sustainability of small restaurants in tourism areas of Tainan City, in the south of Taiwan. Proceeding inductively, this research identifies seven key factors for restaurant viability during the COVID-19 pandemic. The results of the study indicate that cultural context, social cohesion, and the cooperation of restaurant professionals are essential to the effectiveness of any strategy for containing the coronavirus. The proposed model aims to provide a feasible tool for food and beverage providers in other countries to adjust their efforts and actions for surviving during a pandemic.

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