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Your search keyword '"Crisis management -- Social aspects"' showing total 3 results
Start Over Descriptor "Crisis management -- Social aspects" Publisher academy of management
3 results on '"Crisis management -- Social aspects"'

1. Calling Out and Calling Off the Dogs: Managerial Diagnosis in Public Service Organizations.

Author

Nutt, Paul C.

Subjects
DECISION making, ORGANIZATIONAL behavior research, MANAGEMENT, CONFLICT management, CRISIS management -- Social aspects, RESOURCE allocation, LEADERSHIP, PROBLEM solving, STRATEGIC planning, INFORMATION resources management, KNOWLEDGE management research, INDUSTRIAL management & society
Abstract

A framework is presented to describe the behavior of decision makers as they recognize situations that merit action. The framework suggests how decision makers compare norms with perceptions to select deferral, evaluation, and planning processes to illustrate how "managerial diagnosis" determines the effectiveness of these forms of inquiry. [ABSTRACT FROM AUTHOR]

Published
1979
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2. An Analytical Framework to Appraise the Performance of Regulatory Agencies in the Context of the Public Interest.

Author

Swanson, Carl L.

Subjects
EMPLOYEE reviews, MANAGEMENT of government agencies, GOVERNMENT agencies -- Social aspects, PUBLIC interest, SOCIAL aspects of decision making, SOCIAL action, SOCIAL problems, POLITICAL planning -- Social aspects, CRISIS management -- Social aspects, PUBLIC administration -- Social aspects, PUBLIC welfare -- Social aspects
Abstract

Performance appraisal of federal regulatory agencies during the past 90 years has been extensive and critical. Concern has been expressed over the absence of public interest in regulatory decision-making. This paper outlines an analytical frame-work to appraise in a more rational and systematic manner the public interest performance of regulatory agencies. [ABSTRACT FROM AUTHOR]

Published
1978
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3. Consulting With Conflicting Parties: A Model For Achieving Mixed Results.

Author

Woodworth, Warner

Subjects
INDUSTRIAL relations, INDUSTRIAL management research, INTERVENTION (Administrative procedure), SOCIOECONOMICS, LAYOFFS -- Social aspects, SOCIAL conflict, SOCIAL problems, CONFLICT management, PROBLEM solving -- Social aspects, INTERPERSONAL confrontation, CRISIS management -- Social aspects, PSYCHOLOGY, MANAGEMENT
Abstract

The challenges of consulting with opposing parties in a socio-economic system are reported in this field experiment. A model which stresses stages of awareness, internal solidification, confrontation, and merging of the opposing forces is presented. Events of the implementation process are described and eventual outcomes assessed. [ABSTRACT FROM AUTHOR]

Published
1978
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