International Journal of Multidisciplinary Research and Growth Evaluation  
www.allmultidisciplinaryjournal.com 
International Journal of Multidisciplinary Research and Growth Evaluation 
ISSN: 2582-7138 
Received: 05-12-2021; Accepted: 09-01-2021 
www.allmultidisciplinaryjournal.com 
Volume 2; Issue 1; January-February 2021; Page No. 127-130 
Crisis management and theories in education 
Olympia Papaevangelou 
Secondary & Postsecondary Educator, Ministry of Education, Kozani, Greece 
Corresponding Author: Olympia Papaevangelou 
Abstract 
There are certain functions and obligations in crisis 
management, as well as operational criteria relevant to a 
company's process. The approach to catastrophic seizures 
requires action and specific evaluation of the reception 
situation, adequate crisis planning, ensuring a swift and 
adequate crisis response, and keeping clear lines of reference 
and communication if crisis and agreement between the rules 
Keywords: Diffusion, Crisis Management, Contingency, apology  
for eliminating the crisis occurs. 
A variety of measures refer to the strategies that may be used 
to address the crisis, including recognizing the fact that the 
crisis affects the education organization, understanding 
avoidance, alleviating and resolving multiple forms of crisis. 
Introduction: Crisis management generally addresses the following 
 Implementation of methods to be used to respond to the reality of the crisis 
 Establish crisis-related measures and scenarios to trigger the necessary crisis-response mechanisms 
 Communicate during the response phase of the emergency management scenarios. 
The execution of a crisis management strategy includes the techniques used to address the crisis. The BS11200: 2014 British 
standard helps the language and meaning of the crisis to be understood. This model requires vulnerability to threats and incidents 
that may pose a disaster danger. Hence, it is an international standard. 
Crisis management is referred to as incident management, although the word management of the crisis is supported as a more 
accurate terminology. A basic mindset in a crisis involves the ability of the individual to think of the worst case scenario as to 
the consequences of the crisis, while at the same time a basic mentality is also the option of finding solutions to the crisis.  
Trial and error are appropriate strategies, as it is not successful to adopt the first approach to deal with the situation. It is also 
correct to keep a list of emergency preparations so that everyone remains cautious. Preparing people and organizations for a 
rapid crisis management strategy, where research and practice are needed, is critical. 
Both the sentiment and the reputation of those affected by the crisis are negatively affected. Organization and communication 
are key elements for quick response to crisis situations and are a major challenge for any business / organization / public or 
private affected by the crisis. Open and consistent communication can ensure a successful communication process of catastrophic 
crises. 
The emergency affects the timeliness of the approach to disaster assistance and the long-term processes of stabilization and crisis 
recovery. Therefore, it is incorrect to say that crisis management is not about risk management, since at that time, crises could 
not be mitigated. 
Models and theories of crisis management in education  
The crisis management strategy 
The Crisis Management Approach is a core organizational growth strategy. It was intended to deter the crisis and to allow the 
evolution of the crisis to be managed by each person and organisation. Hence, it concerns a difficult management strategy. It is 
also possible to demonstrate the future by keeping an eye on the internal and external environment, selecting and executing an 
effective disaster reduction plan and by careful management. Based on this constant analysis of the internal and external 
environment, the situation is then controlled by successfully selecting and applying the Crisis Management Approach. 
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The crisis management model 
The way a crisis is approached must be recognized in order 
to apply this model. It is the disaster arc where disasters are 
stopped, tempered and restored. Therefore, the three main 
stages of crisis management are as follows 
 The imminent problem or danger signs are diagnosed. 
 Select the appropriate recovery strategy. 
 The process of changing and monitoring the crisis. 
Crisis Management Planning 
There is no chance that a company or organization, 
particularly when the crisis event is widespread, could be 
expected to disrupt the company or organization. Public 
review can have detrimental fiscal, political, legal and 
legislative effects. Crisis management is also designed to 
have the optimal reaction to a crisis situation.  
Contingency planning 
A crucial strategy for handling the situation is to prepare 
contingency measures. This is the first step in order to 
guarantee that an agency, person or corporation is adequately 
prepared for the crisis. Many that are dedicated to crisis 
management should practice a crisis strategy by designing a 
hypothetical situation to be used as a form of exercise. 
This strategy determines who, such as a delegate, would be 
willing to communicate about the situation. The 
spokesperson is hopefully ready to be on hand at all moment. 
It would also work with SMEs, who will be the safest solution 
in the case of a crisis, ensuring that all questions are answered 
in a timely manner and given the necessary detail on the 
circumstances of the crisis, which was to be resolved. 
With the cessation of the crisis, they are the most critical 
hours, so prompt response and response are needed in a quick 
and effective way. The spokesperson must provide accurate 
and clear information about the event. When incorrect or 
manipulated information is provided, the situation may be 
reversed or even worse. 
The emergency plan is what contains information that will 
better direct those concerned to take necessary steps and 
actions in order to minimize the short- and long-term 
consequences of disaster decisions. 
Planning to continue work 
The crisis leads to the disruption of the business, the company 
and people in general. This condition triggered by the crisis 
may be restricted by the plan to continue the job. First of all, 
to preserve the operation of the entity in which the crisis 
exists, it is necessary to define essential roles and processes. 
This should be done during the initial crisis management 
phase and is part of the impact analysis of businesses or the 
organization affected by the crisis. 
Each vital procedure or method leads to a different 
contingency plan, such that if many disrupt the operation or 
process, so the entity or company affected is more robust and 
reduces the likelihood of invoking another. Similar activities 
in the simulation resume the testing of these emergency 
plans, helping those involved to become more aware of the 
likelihood of a disaster. Thus, when there is a genuine 
situation, the executive team members can be easily and 
effectively organized. 
When planning scenarios, the necessary attention should be 
given. Simulations may not be inventive and lose the value of 
training. However, this point can be improved by using 
external exercise designers who are not an integral part of the 
organizational culture but can be tested for the response they 
will have to organizations or businesses that are in crisis to 
make a crisis of confidence in them who manage vital 
systems. 
As the simulation exercise is performed, the control process 
is followed in every crisis simulation in a thorough and 
systematic manner. A relation and lessons learned from the 
reality of virtual representation and reality are generated in 
this manner. 
Finally, in order to identify the amount of improvements, 
there should be an annual analysis of the method of 
organizing the future of the company or enterprise that it is 
facing, since it might be considered that the existing initiative 
may need to be scrapped. 
The theory of structural-functional systems theory 
In order for an organization or business to properly manage a 
crisis, information should be provided to the organization or 
business when it is hit by the crisis. In the Theory of 
Structural Operational Systems, information networks and 
complex organizational communication are faced with this 
fact. This theory, therefore, defines the flow of information.  
Diffusion of innovation theory (Diffusion of innovation 
theory) 
The method of diffusing the principle of creativity can be 
used for the sharing of information as a way of crisis 
management. Rogers developed this technique. He explains, 
according to his philosophy, how to propagate and convey 
creativity over a span of time through the use of particular 
networks. Innovation spreads as a person, through others, 
expresses a new concept. The process of communication is as 
follows: 
 Innovation communication. 
 Communication through a person or unit who knows or 
has experience with the use of innovation. 
 communication through a person or unit who is not 
aware of innovation. 
 via a communication channel linking the two units. 
The communication channel is the basic tool for transmitting 
messages from one person to another.  
The role of apology in crisis management 
The apology is believed to allow an organisation to have 
some legal repercussions. The least costly tactic is perceived 
to be consolation or compassion, but it is considered to be as 
successful as "apology" because it produces expectations 
about the company that takes blame for the crisis it has 
created, as both interventions concentrate on the interests of 
the crisis victims. Compensation, on the other hand, gives the 
possibility to compensate for the pain experienced during the 
crisis. 
The theory of crisis leadership 
According to James, there are five leadership capabilities that 
contribute to facilitating the organizational structure during 
the crisis or after the crisis. These skills are as follows: 
 Creating an environment of trust. 
 Changing the attitude of the organization, which is 
responsible for provoking the crisis. 
 Learning to change through the experience of the crisis 
and its consequences. 
The problem of crisis leadership has been discussed, 
indicating that crisis leadership activity reflects the potential 
of the organisation to respond. When the organisation is 
evaluated during the crisis, it will illustrate how effectively 
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the interests of the organization are being met and how long 
the institution's leadership system has been through the crisis. 
It is important to develop effective human resources to build 
organizational capabilities through the administration of the 
executive crisis. 
Disparate theories of human capital 
The organizational problem arises from the prejudice treaty. 
The human brain and social capital economic theories are the 
foundations on which James' theories of differential human 
capital and social standing are based. Therefore, minority 
employees have fewer workplace advantages relative to those 
who have access to senior management, based on his 
philosophy. On the basis of studies, race is a predictive factor 
of opportunity for promotion or lack. Consequently.  
Discrimination can lead to adverse reactions of those who are 
interested in the event, damage the reputation of the business 
or organization and be a significant threat to their survival. 
Conclusion  
In conclusion, familiarity of both natural and man-made 
events illustrates the plain fact that messages are only 
effective to the degree that people in societies at risk are 
available and useable. Many vulnerable populations are also 
cut off from national response networks during crisis 
situations due to a shortage of adequate communications that 
could have been in place before a disaster occurs. 
We have to note that preparedness is partially indicative of 
efficacy. Training plays a vital role in this regard, no matter 
how complex or comprehensive the system is. An efficient 
system of notification requires ongoing civic education and 
knowledge of the system's function and capability. For 
emergency relief, whatever current coordination mechanisms 
are selected, all groups that are part of the disaster cycles 
should be involved in the planning, implementation and 
operation of their systems. 
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