Overview

Covering the strengths of existing works on crisis management such as systems, leadership, communication and stakeholder perspective, this new innovative text includes global, ethical, change and emotional aspects of crisis communication. Using her proven Transformative Crisis Management Framework, Sarah Kovoor-Misra shows how organizations of all sizes can be adaptable, proactive, resilient and ethical in the face of a crisis. Real world cases analyse the cause and impact of these crises at organizations like Apple, Uber, SpaceX and Wells Fargo.

Full Product Details

Author:   Sarah Kovoor-Misra
Publisher:   SAGE Publications Inc
Imprint:   SAGE Publications Inc
Dimensions:   Width: 18.70cm , Height: 1.50cm , Length: 23.10cm
Weight:   0.510kg
ISBN:  

9781506328690

ISBN 10:   1506328695
Pages:   264
Publication Date:   12 July 2019
Audience:   College/higher education ,  Tertiary & Higher Education
Format:   Paperback
Publisher's Status:   Active
Availability:   To order  
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Table of Contents

Introduction Acknowledgments About the Author PART I. FOUNDATION: UNDERSTANDING THE BASICS Chapter 1. The Nature of Organizational Crises: Understanding Its Structure What Are the Attributes of a Crisis? What Are the Causes of Crises? What Are the Consequences of a Crisis? What Are the Forms and Types of Crises? What Are the Phases of a Crisis? Conclusion Chapter 2. Organizational Crises as Change Why Is a Crisis a Change for Organizations? How Can Organizational Decline Cause Crises? How Can Organizational Growth Cause Crises? How Do Crisis Situations Differ From Other Forms of Change? What Are the Implications for Crisis Management? Conclusion Chapter 3. Transformative Crisis Management: An Overview What Does it Mean to be Transformative? What Are Some Benefits of a TCM Approach? What Are the Intellectual Roots of a TCM Approach? What Are the Phases of Transformative Crisis Management? What Are Some Critical Processes that Foster TCM? What Are Some Key Differences Between a Nontransformative Crisis Management and a TCM Approach? Conclusion PART II. CRISIS PREPAREDNESS: BUILDING RESOURCES Chapter 4. Transformative Leaders How Are Leaders a Resource during TCM? What Is a Transformative Mind-Set? What Are Some Important Transformative Values? What Are Some Important Leadership Traits? What Are Some Important Leadership Abilities? What Are Some Important Sources of Power? How Can Leadership Capacity for TCM be Built? Conclusion Chapter 5. Transformative Individuals How Are Individuals a Resource during TCM? What Mind-Sets and Values Are Important? What Are Some Important Personality Traits? What Are Some Important Abilities? How Can Organizations Support Transformative Individuals? Conclusion Chapter 6. Organizational Culture, Identity, and Character What Are Organizational Culture, Identity, and Character? How Are Organizational Culture, Identity, and Character Resources During TCM? How Can a Transformative Organizational Culture, Identity, and Character be Built? Conclusion Chapter 7. Positive Stakeholder Relationships and Adaptable Infrastructure Positive Stakeholder Relationships Adaptable Infrastructure as a Resource during Crisis Management Concluding Crisis Preparedness PART III. UNDER PRESSURE: Crisis Containment, Recovery and Growth Chapter 8. Crisis Containment: Managing Crises in Positive Ways Why Is Containing a Crisis Challenging? What Is Effective Crisis Containment? What Are the Stages of Crisis Containment? How Can Leaders Effectively Contain a Crisis? Conclusion Chapter 9. Postcrisis Recovery: Addressing Damage, Deriving Positive Outcomes What Are Some Areas of Damage that May Need to be Addressed? What Are Some Positive Outcomes that can be Attained? How Can Leaders Repair Operational and Physical Damage? How Can Psychosocial Damage Be Healed During Recovery? How Can Leaders Effectively Facilitate Postcrisis Recovery? Conclusion Chapter 10. Postcrisis Growth: Fixing, Rebuilding, Renewing What Is Postcrisis Growth? How Can Leaders Facilitate Learning During Postcrisis Growth? How Can Leaders Fix Problems and Rebuild Resources During Postcrisis Growth? How Can Leaders Foster Renewal and Vitality During Postcrisis Growth? What Steps Can Leaders Take to Facilitate Postcrisis Growth? Conclusion Organizational Postcrisis Growth Assessment Index

Reviews

This is a solid text that goes beyond crisis management. It provides important information on leading and managing in a dynamic environment, and is appropriate for all business students interested in becoming leaders capable of guiding their organizations in turbulent times. --Herbert Rau Crisis Management: Resilience and Change provides truly teachable moments moving beyond reactivity in crisis situations, providing leaders and organizations for betterment and progress following a crisis. --Diana Lynne Bruns Crisis Management contains real-world information with a strong understanding of today's on-line and traditional media. --Andrea Obston A refreshing take on crisis leadership, Crisis Management: Resilience and Change goes beyond the typical crisis communication books in its focus on a much-needed ethical and global approach to leadership in crisis management. With well-known international examples of contemporary crises, Sarah Kovoor-Misra takes us into the mindset and the role of effective leaders and their decision-making strategies in times of crisis. This must-read book fills an important need at a time when leadership in crisis management is sorely needed. Well organized and easy-to-read, it should be on every leader and every student's list. --Amiso M. George

Author Information

Dr. Sarah Kovoor-Misra is an Associate Professor of Management at the University of Colorado Denver. Since 1989, she has been studying and researching issues pertaining to organizational crises and organizational change. She has published numerous articles on crisis management that have focused on issues such as the attributes of a crisis (Kovoor-Misra et al., 2001), the causes of a crisis (Kovoor-Misra, 1999), online crises and crisis management (Kovoor-Misra and Misra, 2007), how organizations should and do prepare for crises (Kovoor-Misra, 1995; Pearson et al., 1997; Kovoor-Misra et al., 2000), barriers to crisis preparedness (Kovoor-Misra, 1996; 2002), learning from a crisis (Kovoor-Misra & Nathan, 2000; 2002), and identity and reputation during a crisis (Fiol & Kovoor-Misra, 1997; Kovoor-Misra, 2007). More recently she has studied the relationships between leaders and followers during a crisis, and the effects of followers’ judgments that their leaders are responsible for creating the crisis situation on their learning,trust, organizational identification, sense of hopelessness, and emotional exhaustion (Kovoor-Misra & Olk in press; Kovoor-Misra & Gopalakrishnan, working paper). She has also studied issues pertaining to identity, identification, trust, and emotional exhaustion during organizational change (Kovoor-Misra & Smith, 2008, 2011), and the similarities and differences between organizational change and organizational crises (Kovoor-Misra, 2007). In addition, for over 20 years, she has taught classes on crisis management, organizational change, leadership, and effective individuals and teams. She has also consulted with leading organizations in the public and private sectors, such as NASA, Dow Chemical, Monsanto, Olin, BASF, and the Los Angeles Department of Power. She has been quoted in the Korn Ferry Institute Briefings on Talent and Leadership, and has been recognized by her peers as a significant contributor to the field of crisis management.

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