GENERAL FRAMEWORK FROM CRISIS APPROACH AS TO MAINTAINING PERFORMANCE

Elena Casandra Nitulescu

Proceedings of the INTERNATIONAL MANAGEMENT CONFERENCE, 2023, vol. 17, issue 1, 28-38

Abstract: In crisis management planning and providing information to an organisation or employees represents general framework for maintaining the performance. For that, is important to explain how organisational communication relies on a structure made up of networks for information and it must be created a crisis management teams to protect organisations from the adverse effects of a crisis situation. The purpose of the paper is to indicate the stages of crisis from the theoretical point of view to which the emotional and response factors are interfered, as they are consecrated in the literature, with the highlighting of a case study reflecting the way of collective reaction to a public conflict that, through integrated managerial methods, lead to the maintenance of the citizen's safety and, implicitly, to, establishing organizational performance indices after analyzing the mode of action. The originality and novelty of the paper consist precisely in the description of the case study, materialized in a plan of measures adapted to a crisis situation that has really been carried out, and through qualitative methods of observation and analysis of documents, specific indicators are revealed to maintain performance in an organization as a result of knowledge of the dysfunctions resulting from the conduct of the action, strengths and weakness. The conclusions will show a new comparative approach of the crisis field, which is customized to a concrete situation with applicability in the practice of institutions for maintaining and ensuring public order, the results obtained and their significance.

Keywords: case study-plan of measures National Arena confrontation; crisis; integrate; organisations; performance. (search for similar items in EconPapers)
Date: 2023
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Persistent link: https://EconPapers.repec.org/RePEc:rom:mancon:v:17:y:2023:i:1:p:28-38

DOI: 10.24818/IMC/2023/01.03

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