Crisis Management of Chinese Enterprises - Annotated Bibliography Example

REFLECTION OF INDIVIDUAL OPINIONS IN CRISIS MANAGEMENT OF CHINESE ENTERPRISES Institution: Course: Tutor: Date: Organisational management is an important skills which corporate leaders to succeed or fail in their management when they do not have it. Managing organization is all about knowing how to coordinate human and non human resources in order to achieve the stated objectives. Where human resources are able to understand the mission of the enterprise, they put their efforts towards meeting them as directed by their human resource managers. Ruth A, et al, (2010) "The crisis management in Chinese and Estonian organizations", Chinese Management Studies, 4(1). pp.18 – 36 In this journal, the author tries to compare how firms in China and Estonia approach the wider concept of crisis management. In this paper she explains that enterprises encounter many different crises in their daily operations. She explains that Chinese firms are usually exposed to challenges ranging from environmental to economic; the same to Estonia firms. In solving prevailing challenges, this paper points to the fact that managers always try to sole particular crisis after they occur, there are little efforts that are put towards making prior arrangements to avert crises. This is a standard observation witnessed in both Chinese and Estonian firms Mitroff, I. I. (1988). Crisis management: Cutting through the confusion. Sloan Management Review, 29(2), 15-20. This journal explores different types of crisis that rock organizational and the different ways in which they can be solved. It gives tips of how the crisis can be prevented in the course of normal organizational management and performance. Mitroff explains that organizations in any part of the world have the responsibility and purposes of crisis management. By doing so, they can be in a better position to handle daily challenges that occur time and again during organizational performance and management. Mitroff, an expert in organization crisis management asserts that efficient organizations are those which have sound systems that address complex principles and their role in solving crises. The authors ideas are quite useful in understanding how personal opinions apply in crisis management in many enterprises across the world. Pearson, C. M., & Clair, J. (1998). Reframing crisis management. The Academy of Management Review, 23(1), 59-76. The authors of this journal agrees with Mitroff idea about the importance of having better systems that are efficient in handling daily challenges as far as organizational management is concerned. The authors of this journal tend to agree on a multidisciplinary approach in organizational crisis management. This kind of approach as proposed in this journal stems from the fact that organizations have a range of activities and processes that define their operations. Therefore, systems that are projected towards solving potential crises should be in such a manner that they are broad and able to address the challenges from all points. This research can be best applied in analyzing the effect of various views, theories and models have been employed by Chinese entrepreneurs in tackling various challenges that affect their enterprises. Schwandt, D. R., & Marquardt, M. J. (2000). Organizational learning: From world-class theories to global best practices. Boca Raton, FL: St. Lucie Press. This book presents a systematic organizational learning process to aid organizational effectiveness and performance. The authors of this book lay emphasis on having consistent strategies in working out various challenges affecting organizational management. The book points to the fact that most organizational managers do not have clear systems of solving issues that arise during management. They posit that the best remedy in managing normal challenges is by continues learning of various theories and models that apply to different situations. An analysis of these strategies can be helpful in examining their effect where organizations have not used them in different critical points as well as how good they have been to organizations that have used them. Ulrich, D., Jick, T., (1993). High-impact learning: Building and diffusing learning capability. Organizational Dynamics, 22, 52-66. The author in this paper looks at ways in which organizations can use the concept of organizational learning in a bid to understand and solve different crises in their course of management. These authors seem to emphasis on the concept of having stable and efficient systems that properly articulate organizational crises at their different times of occurrence. While few are successful in rising from them, there are those that are overwhelmed and fail completely. This is especially for small enterprises that are emerging in the competitive business world and a challenging external environment. In china, the external business environment requires that business have a good understanding of the various challenges prevailing in order to stay put. In reference to how the approach has been helpful in managing crisis in Chinese enterprises, the concepts have not been fully used; this is the reason why most of the enterprises have continued to face persistent. The process of persistent learning about organizational management has become an important necessity rather than an option for survival of organizations, their adaptability and general competitiveness at present and in the long term business endeavors. Barnett, C. K., & Pratt, M. G. (2000). From threat-rigidity to flexibility: Toward a learning model of autogenic crisis on organizations. Journal of Organizational Change Management, 13(1), 74-88. This journal looks at the role organizational leaders’ play in solving various challenges that affect organizational performance in the normal routine life of organizations. The journal explains that the approaches used by different organizational leaders have an effect on the way the business responds to the prevailing situation and how it will bounce back. The authors point out to a system that encourages employee participation in crises management. This means that they should train their employees on various ways of managing different kinds of crisis as they appear in the organization. This analysis is important since it lays emphasis on various ideas which organizations can implement, something that has not been characteristic of Chinese enterprises management. Mitroff, I. I. (2005). Why some companies emerge stronger and better from a crisis. AMACOM: New York. In this book, the author explains that organizations should always be having a ready disaster management plan. It is the duty of organizational leaders to come up strategies that will help organizations to effectively respond to different situations at different times. In china, organizations are sometimes affected by various environmental crises which happen unexpectedly. Having effective disaster management plans has been key to organizational which have bounced back from such crises to continue performing. The Chinese government alongside important stakeholders like universities and special agencies have been steadfast in developing crisis management teams to handle different crisis on businesses as well as corporate. Welch, J. (2012). Crisis Management based on the Five Hypotheses. Shanxi academy of Governance. 1. Pp. 217-221 This journal looks at the different ways that can be applied in managing different kinds of crisis in the Chinese enterprises. The author explains that in the recent past there have been efforts in defining crisis management and the ways in which the issue can effectively be managed. Welch explains that despite of all the efforts witnessed, crisis management systems still remains low compared to similar practices done in countries of the West. The paper proposes five different hypotheses which organizational managers can have before they embark on solving different kinds of crisis at different times of their occurrence. Fegley, S. & Victor, J. (2005). 2005 Disaster Preparedness Survey Report. SHRM Research: Virginia. This report is about a research that was conducted on HR managers and how their organizations were prepared in dealing with different crises. It explores different methods that worked for various organizations and those that did not work, in this case other line managers can adopt some of the strategies and use them for effective organizational performance. The report underpins the importance of the HRD in enterprises and various organizations and how they are key for the mainstay of the organization. This is a single strategy which efficient organizations can use to have successful organizations. Pearson, C. M. (2002). A blueprint for crisis management. Ivey Business Journal, 1.69-73. In this research, the author discusses basic concepts in organizational and crisis management as applied in different enterprises. It discusses how organizations can be managed and the various ways that can be used in approaching various issue of significance in its overall performance and success. The author looks at how various approaches are arrived at by managers and the consequences of their implementation. This article is helpful in understanding how various enterprises across the world tackle their crises Lagadec, P. (1997). Learning processes for crisis management in complex organizations. Journal of Contingencies and Crisis Management, 5(1), 24-31. This journal gives a double approach to crisis management in enterprises, first is the operational framework where it explores different issues affecting organizational performance and effectiveness. Secondly, it explores theoretical approaches to different crisis. Here, it gives different models that can be used in approaching the overall concept of crisis management. Organizations can choose to follow a theoretical approach or an operational framework provided they articulate their various crises in their management. Augilera, D. C. (1990). Crisis intervention: Theory and methodology (6th ed.). St. Louis: Mosby. This book presents various ways of handling crisis for frontline crises workers in the nursing industry. This follows a growing interest in crisis management and how it impact on public and private enterprises. The methods that are discussed in this journal can be helpful in understanding how various decisions have been arrived at in solving different crisis in organizations in the Chinese enterprises. Crisis management seems to be a progressive practice that requires collaborative efforts by all stakeholders. Kondrasuk, J. N. (2005). The effects of 9/11 and terrorism on human resource management: Recovery, reconsideration and renewal. Employee Responsibilities and Rights Journal, 16(1), 25-35. This journal looks at the events that happened during the 9/11 attack showing how some organizations responded towards managing the effects of the crisis in the routine performance, it explains how some of them recovered from the crisis and lessons which can be applied by other organization towards their efforts in managing such crisis and others that may be of related. Lockwood, N. R. (2005). Crisis management in today’s business environment: HR’s strategic role. HR Magazine, 50(12), A1-10. This journal looks at the role played by the Human resource department in addressing various crises in organizational management, pointing out the crisis management is something that is usually given little concern. The author stresses that the Human Resource department is the single department that holds answers to most of the organizational challenges and successes Turner, B. (1976). The organizational and inter-organizational development of disasters. Administrative Science Quarterly, 21, 378-397. The author of this journal explores some of the reasons that are potential causes of disaster or crises in organizational management. He says that organizational rigidity in structure and management alongside other aspects of organizational culture are causes contributing to different types of crisis in enterprises. This analysis should help in understanding how various organizations can be managed in terms of crisis. Stern, E. (1997). Crisis and learning: A conceptual balance sheet. Journal of Contingencies and Crisis Management, 5(2), 69-86 This article presents a precise and selective research in the interdisciplinary literature about policy and political learning as far as enterprise management is concerned. It discusses a number of issues that are difficult to understand and deal with, among them is the issue of “who or what learns” in an organization in an efforts to solve different crises that happen on a daily basis. Schein, E. H. (1993). How can organizations learn faster? The challenge of entering the green room. Sloan Management Review, 1. pp. 85-92 The author of this journal explores how organizations can increase the rate of learning among its employees. Organizations need to learn about various important issues relating to performance and problem solving. Organizations seem to have little information about social systems and their influence in organizational performance. Knowledge about them is important in addressing daily emerging issues including crises management. Roberts, K., & Bea, R. (2001). Must accidents happen? Lessons from highly reliable organizations. Academy of Management Executive, 15(3), 70-79 This journal discusses how organizations and individuals can prepare and emerge out of those incidents and accidents that happen unexpectedly. It gives lessons that have been learned from different cases where accidents have happened, showing how organizations can prepare for such incidents so as not to be caught unawares in the event of their unexpected occurrence. This is probably the reason as to why some Chinese enterprises as well as others in other parts of the world tend to solve their own crisis in ways that can be termed as being ineffective. Lack of effective adequate plans for managing different risks is very costly for businesses. In most cases, it exposes them to harmful environmental threats which hamper the sustainability of such organizations and their overall welfare (Barnett & Pratt, 2000). At present the human resource department should play an important role in psychologically preparing individuals for potential crisis situations. When people have prior knowledge about pending crisis in different areas of business operations, they prepare in advance on way of mitigating the losses that are bound to be suffered. This is the basis upon which enterprises can have a solid bounce back plan after serious manage. The lack of awareness of this strategy by the human resource department means that the organizational faces difficulties during the said difficult times. Unfortunately, this is an area which is having little attention by most of the Chinese enterprise. When the HRD is not effective in an organization, its impact is not felt by the organization at times when it is required to stand and help it. Pearson, C. M., & Mitroff, I. I. (1993). From crisis prone to crisis prepared: A framework for crisis management. Academy of Management Executive, 7(1), 48-59. This journal considers how organizations can prepare for crisis and solve them. It explains that there are crisis whose costs while solving them exceed millions of money. But in order to leverage all this costs, the paper explains what organizations should do so that they are always in a position to solve such crisis with minimal or no costs involved. Pasek, J. I. (2002). Crisis management for HR. HR Magazine, 47(8), 111-115.This journal provides case studies of how crisis have affected organizational management and how the particular organizations solved them. The Various ways that have been successful in these organizations can be applied in managing crises in Chinese enterprises as well as other business organizations in different parts of the world. In conclusion, we can point out that crisis management is an important business activity that requires collaborative efforts of all enterprise stakeholders. The process of effective organizational learning is directly linked to having effective practices that can manage crisis in the organization. It is therefore important for the HRD to work tirelessly in cushioning the organization from potential crisis for its future success and effective performance. Read More