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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.
127
International Journal of Multidisciplinary Research and Growth Evaluation
www.allmultidisciplinaryjournal.com
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
128
International Journal of Multidisciplinary Research and Growth Evaluation
Thousand Oaks, 2011.
www.allmultidisciplinaryjournal.com
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.
References
ISSN:
2456-4559.
www.ijbmm.
http://www.ijbmm.com/paper/Dec2020/8340
a.
436187 pdf.
18. Kalogiannidis
S.
Covid
Impact
on
com.
Small
Business. International Journal of Social Science and
Economics
Invention.
2020;
6(12):387-391.
https://doi.org/10.23958/ijssei/vol06-i12/2570.
19. Kalogiannidis S, Melfou K. Issues and Opportunities for
Agriculture
Sector
During Global Pandemic.
International Journal of Economics, Business and
Management Research. 2020; 4(12):204-211. ISSN:
2456-7760.
20. Stavros Kalogiannidis. Impact of Plant Closures on
Urban and Regional Communities: A Case Study of
South Australian Gas Industry and its Workers,
International Journal of Economics and Business
Administration. 2020; 8(4):994-1010. DOI: 10.35
808/ijeba/645.
21. Kalogiannidis S. Economic Cooperative Models:
Agricultural Cooperatives in Greece and the Need to
Modernize their Operation for the Sustainable
Development of Local Societies. International Journal of
Academic Research in Business and Social Sciences.
2020; 10(11):452-468. DOI:10.6007/IJARBSS/v10
i11/8035.
22. Kalogiannidis S, Chatzitheodoridis F, Kontsas S. An
Eclectic Discussion of the Effects of COVID-19
Pandemic on the World Economy During the First Stage
of the Spread. International Journal of Financial
Research. 2020; 11(6):137-153. DOI: 10.5430/ijfr.
v11n6p137.
23. Kalogiannidis S. Impact of Effective Business
Communication on Employee Performance. European
Journal of Business and Management Research.
2020;
5(6).
2020.5.6.631.
https://doi.org
/10.24018/ejbmr.
24. Kalogiannidis, Stavros. The role of media in disaster and
crisis management: Dissertation resume for educational
and scientific assignment doctoral degree in professional
field: 3.5. Public communications and Information
science (Crisis Management – Electronic and Social
Media). PhD thesis, New Bulgarian University, 2018.
129
International Journal of Multidisciplinary Research and Growth Evaluation
www.allmultidisciplinaryjournal.com
25. Kalogiannidis S. The Role of Media in Disaster and
Emergency Communication Models-Годишник на
департамент Масови комуникации, 2017, 195-202.
http://ebox.nbu.bg/mascom18/view_lesson.ph p ?id=15.
26. Kalogiannidis S. The Role of media during a crisis
Radio: The parameter of Analog broadcasting VS Digital
broadcasting - Годишник на департамент Масови
комуникации. 2015; 20(1):303-324.
130
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.
127
International Journal of Multidisciplinary Research and Growth Evaluation
www.allmultidisciplinaryjournal.com
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
128
International Journal of Multidisciplinary Research and Growth Evaluation
Thousand Oaks, 2011.
www.allmultidisciplinaryjournal.com
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.
References
ISSN:
2456-4559.
www.ijbmm.
http://www.ijbmm.com/paper/Dec2020/8340
a.
436187 pdf.
18. Kalogiannidis
S.
Covid
Impact
on
com.
Small
Business. International Journal of Social Science and
Economics
Invention.
2020;
6(12):387-391.
https://doi.org/10.23958/ijssei/vol06-i12/2570.
19. Kalogiannidis S, Melfou K. Issues and Opportunities for
Agriculture
Sector
During Global Pandemic.
International Journal of Economics, Business and
Management Research. 2020; 4(12):204-211. ISSN:
2456-7760.
20. Stavros Kalogiannidis. Impact of Plant Closures on
Urban and Regional Communities: A Case Study of
South Australian Gas Industry and its Workers,
International Journal of Economics and Business
Administration. 2020; 8(4):994-1010. DOI: 10.35
808/ijeba/645.
21. Kalogiannidis S. Economic Cooperative Models:
Agricultural Cooperatives in Greece and the Need to
Modernize their Operation for the Sustainable
Development of Local Societies. International Journal of
Academic Research in Business and Social Sciences.
2020; 10(11):452-468. DOI:10.6007/IJARBSS/v10
i11/8035.
22. Kalogiannidis S, Chatzitheodoridis F, Kontsas S. An
Eclectic Discussion of the Effects of COVID-19
Pandemic on the World Economy During the First Stage
of the Spread. International Journal of Financial
Research. 2020; 11(6):137-153. DOI: 10.5430/ijfr.
v11n6p137.
23. Kalogiannidis S. Impact of Effective Business
Communication on Employee Performance. European
Journal of Business and Management Research.
2020;
5(6).
2020.5.6.631.
https://doi.org
/10.24018/ejbmr.
24. Kalogiannidis, Stavros. The role of media in disaster and
crisis management: Dissertation resume for educational
and scientific assignment doctoral degree in professional
field: 3.5. Public communications and Information
science (Crisis Management – Electronic and Social
Media). PhD thesis, New Bulgarian University, 2018.
129
International Journal of Multidisciplinary Research and Growth Evaluation
www.allmultidisciplinaryjournal.com
25. Kalogiannidis S. The Role of Media in Disaster and
Emergency Communication Models-Годишник на
департамент Масови комуникации, 2017, 195-202.
http://ebox.nbu.bg/mascom18/view_lesson.ph p ?id=15.
26. Kalogiannidis S. The Role of media during a crisis
Radio: The parameter of Analog broadcasting VS Digital
broadcasting - Годишник на департамент Масови
комуникации. 2015; 20(1):303-324.
130
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