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This doctoral dissertation addresses crisis management in project based organizations (PBOs) and mega projects.There has been much research on crisis in organizations but there has been little attention given to crisis management in temporary organization settings and when multiple stakeholders are involved.Section three is covering the Methodology, which describes how the research will be carried out.
The case study has been conducted on new International airport in Islamabad, Pakistan.
To conclude, the dissertation (a) identifies differences and similarities between risk, crisis and disaster, (b) develops taxonomy among risk, crisis and disaster by identifying dimensions (c) identifies crises that could impact project based organizations’ performance.
Dudley took over from Hayward as CEO in October 2010 only three years after Hayward took that position in 2007. What lessons can be learnt by Hayward performance as a leader during this crisis?
This research examines the issue of crisis management, with specific emphasis on leadership during organisational crises, using the case of the recent Deepwater Horizon Oil Spill, also known as the BP oil spill or the Gulf of Mexico oil spill, which is the largest oil spill to have occurred in American waters (Machlis and Mc Nutt, 2010). The second section is the preliminary Literature Review, in which the research on crisis management and leadership are review.
However, while all organisations must be in readiness for dealing with crises, some activities have a greater possibility of causing dramatic damage and so call for more preparedness.
For example, the risk of oil spills is a major environmental challenge that has to be considered when coastal refineries, oil terminals, deepwater ports, and so on are being proposed and when offshore lands are being leased for oil exploration and development (van Dorp and Merrick, 2009).
Sense making process is examined in Chapter 4, and it explores and develops a sense making process in mega projects where multiple organizational stakeholders are involved.
Sense making/ giving model contains element of information gathering (internal and external sources), crisis interpretation (exogenous/ endogenous, social and technical crisis), report/record (ask for compensation, report crisis to stakeholders or escalate to higher level within organization) and response (reactive and direct/ indirect response).
It derived a conceptual framework of crises and capabilities that contains internal social, external social, internal technical and external technical crises (independent variables), performance i.e.
project performance and stakeholder performance (dependent variables) and project based organizations’ capabilities such as strategic, functional and project capabilities (moderating variable).