Paul Shrivastava on Crisis Management

paulshrivastava.com

We are delighted to welcome Dr. Paul Shrivastava to the Journal of Management Education podcast. Dr. Shrivastava is the David O’Brien Distinguished Professor of Sustainable Enterprise at the John Molson School of Business, Concordia University, Montreal. He also serves as Senior Advisor on sustainability at Bucknell University and the Indian Institute of Management-Shillong, India, and he serves on the Board of Trustees of DeSales University, Allentown, Pennsylvania. He has over 25 years experience in management education, entrepreneurship, and as a consultant to major multinational corporations.

Dr. Shrivastava, along with co-authors Ian Mitroff of the University of California, Berkeley and    Can M. Alpaslan of California State University, Northridge, published “Imagining an Education in Crisis Management” in the Journal of Management Education February 2013 Special Issue on Crisis Management Education. He joined guest editor Debra Comer of Hofstra University on the JME podcast to provide further insights. Click here to play or download the podcast interview or subscribe on iTunes by following this link.

Debra R. Comer is a Professor of Management in the Zarb School of Business at Hofstra University. She received her B.A. with honors in psychology from Swarthmore College and her M.A., M. Phil., and Ph.D. in organizational behavior from Yale University. Her current research interests include ethical behavior in organizations, on-line learning, crisis management education, and the use of popular culture in management education. She previously served as an Associate Editor of JME.

Managing Musically: How Acoustic Space Informs Management Practice

Why is a management team like a symphony orchestra?

It’s not a riddle, it’s an article published in the ever-inquisitive Journal of Management Inquiry by Ralph J. Bathurst of Massey University and Lloyd P. Williams of the Whitecliffe College of Arts and Design:

This article explores the notion of management as an acoustic phenomenon and approaches this through examining musical performance, especially how symphony orchestra musicians develop musicianship, achieve ensemble, and work together in relationship with the conductor. We explore these ideas under the rubric of “managing musically” and offer as a comparison Captain Holly Graf being relieved of her position commanding the U.S.S. Cowpens. Managing musically implies becoming sensitized to gestural nuances within the environment and among team members.

Click here to read on and here for the latest articles from the Journal of Management Inquiry. You can also sign up for e-alerts here to be notified about new research from the journal.

Imagining an Education in Crisis Management

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In a must-read for business educators, Paul Shrivastava of Concordia University and ICN Business School, Ian Mitroff of the University of California, Berkeley, and Can M. Alpaslan of California State University, Northridge provided their expertise on crisis management for the Journal of Management Education:

Understanding crises and developing crisis management skills have never been more important. We are living in a crisis society, in which all our major systems seem engulfed in crises. We live in the eye of a “perfect storm” of the global climate crisis, the global financial crisis, and the global poverty crisis, all of which interact with one another and various local crises to worsen their effects on all stakeholders. Students need to learn to think about crises in rational–analytical ways, develop and cope with emotional and intuitive feelings about crises, and resolve crisis conflicts morally and aesthetically.

Read on in the Journal of Management Education, and click here to learn more about the journal.

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After the Tsunami Scare: Crisis and Disaster Management Perspectives

Although it stirred panic, this week’s 8.6-magnitude earthquake off the Indonesian coast did not cause a tsunami. It did serve as a successful test of the warning systems put in place after 2004’s devastating tsunami in South Asia–underscoring the importance of disaster preparedness at all levels.

In today’s post, we highlight three articles that explore crisis and disaster management, including a study on perceived organizational preparedness for coping with a major crisis or disaster; a look at how organizational leaders can better understand their environments so as to avoid such events, and develop plans to cope with them if they do occur; and an exploration of crisis preparedness focused on the U.S. tourism industry.

We hope you find this selection insightful and thought-provoking.

Karen L. Fowler, Nathan D. Kling, and Milan D. Larson, all of the Monfort College of Business

“Organizational Preparedness for Coping With a Major Crisis or Disaster“

Business & Society (March 2007)

      
 

Jason B. Moats of Texas Engineering Extension Service, Thomas J. Chermack of Colorado State University, and Larry M. Dooley of Texas A&M University

“Using Scenarios to Develop Crisis Managers: Applications of Scenario Planning and Scenario-Based Training“

Advances in Developing Human Resources (June 2008)

    

Lori Pennington-Gray, Brijesh Thapa, Kyriaki Kaplanidou, Ignatius Cahyanto, and Elaine McLaughlin, all of the University of Florida, Gainesville

“Crisis Planning and Preparedness in the United States Tourism Industry“

Cornell Hospitality Quarterly (August 2011)

    

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Crisis Management Education Special Issue Call for Papers

This Special Issue will explore the ways in which we, as management educators, can enhance our students’ proficiency in thinking about and dealing with crises.

To read the Call for Papers, click on the Call here. For more information, contact Debra R. Comer Hofstra University, (email: debra.r.comer@hofstra.edu)