Banking Crisis Management in the EU: An Interim Assessment

Director Jean Pisani-Ferry and Senior Fellow André Sapir provide an in-depth examination of the the banking crisis in the European Union, starting with a discussion of the pre-crisis banking landscape and including an assessment of the management of the crisis and the lessons learned going forward. The authors argue that the EU was institutionally ill-prepared to manage the crisis, with the response characterised by ad hoc actions and a lack of transparency. They say, however, that coordination has remarkably not been impeded by a divide within the euro area and policy performance has been better than expected given the sub-optimal nature of EU financial institutional arrangements. 

Crisis Management

[Excerpt] It’s no longer a matter of WHETHER a crisis will happen or not, it’s a matter of WHAT TYPE it is and WHEN it occurs. An organization (and its union) that can manage and recover from a crisis demonstrates competence – the results can mean survival, growth, and profitability , which also means preserving and growing jobs while building reputations and trust

Hr Crisis Management at Trade Enterprises

The article is about revealing the content and role of HR crisis management at trade enterprises. The article provides an understanding of organizational changes, crisis phenomena, and crisis management. It is stated, that management of enterprises in a crisis state is one of the main problems of economy and legislation not only of economically developed countries, but also of countries with fragile economies, to which Ukraine still applies. A set of measures for HR crisis management at a trading company was identified. At the basis of research, it is possible to identify consistent ways to implement the steps of HR crisis management at a trading company. It is established, that as a result of a crisis, organizations may lose employees, workers, along with key talent and organizational knowledge, from low morale, fear, physical relocation or death. In this case, there are outlined the core messages to decision makers that employee\u27s development and rewards are the major dimensions of the content of an Human Resource Management (HRM) system and that consistency and distinctiveness are the principal features of the process of HRM system, even in cases where an organization is operating under an economic crisis environment. It is stated, that the essence of crisis management of an enterprise is to provide such conditions for the functioning of an enterprise, when financial, production, marketing, personnel and other difficulties are not permanent and are quickly resolved by means of special measures. It is investigated, that HR crisis management at trade enterprises involves not only the formal organization of the work with the staff, but also a set of factors of social and psychological, moral character - democratic style of management, caring attitude to the needs of a person, attention to his/her individual characteristics, etc. It is proved, that an important factor that can contribute to effective crisis management is a well-selected, managed personnel, who respond quickly and flexibly to any changes in the environment. The article establishes the HR management in the conditions of unstable or crisis state of an enterprise as a comprehensive, planned activity, based on a system of scientifically grounded principles, experience and intuition of managers of an enterprise. There are investigated the stages for HR crisis management in the market conditions as: analysis of the problem situation and state of an enterprise, diagnostics of human resources state, development and implementation of HR marketing measures, development of a HR crisis strategy and system of its marketing support, design of a HR crisis policy, development and organization of implementation of HR crisis decisions, development of measures to overcome and prevent conflicts, determination of HRM risk and ways of their overcoming, control over the implementation of HR-crisis decisions. There is created a list of actions of HR managers while crisis management, including establishment of a crisis management team, development of recovery plans, provision of communications

Crisis preparedness in government departments in Australia

A survey of Australian government communicators (n = 45) at a 2008 conference on crisis preparedness and management has shown that more than 80% of departments had a crisis management plan and that 90% of these plans were tested at least once a year. Almost 70% of those surveyed were ‘very confident’ or ‘somewhat confident’ in their crisis management plans, even though 44% felt that the level of senior management support for crisis planning was not sufficient. The research supported previous US research (Cloudman & Hallahan, 2006) that showed that the level of crisis preparedness (measured by the presence of crisis management and business continuity plans, frequency of drills based on the plans, the level of incorporation of disaster into the plans, frequency of plan review and confidence with crisis management planning) was related to the size of the organisation and the size of its communication function. The size of the organization also seemed to be a predictor of confidence in crisis planning and preparedness, with 13 of the 19 (68.4%) respondents that reported that they were ‘very confident’ or ‘somewhat confident’ in their crisis preparations coming from organizations larger than 500 employees

Understanding policy over- and underreactions in times of crisis

Not all crises are met with proportionate policies: there can sometimes be a lack of balance between the costs of a policy and the benefits that are derived from it. Moshe Maor sets out a conceptual toolbox to help understand these responses. He argues that disporportionate responses are not necessarily the result of error, but can be intentionally designed and, under certain circumstances, be successfuly in achieving policy goals

Cross border Classical Swine Fever control: Improving Dutch and German crisis management systems by an integrated public-private approach

The objective of this research approach is to analyse in which ways crisis management measures against Classical Swine Fever (CSF) can be improved by a public private cross border model. A core activity contains the analysis of information and communication systems: In a case study it has been empirically analysed if a sufficient supply of public and private information enables crisis managers at both sides of the Dutch-German border area to take decisions about CSF control more efficient. At the end of this approach a new crisis management model had been developed. One of the most important aspects thereby is the assessment of data: (1) within private quality management systems in normal times according to the benefit for public management tasks in times of crisis and (2) within public crisis management systems according to the benefit for cross-border CSF-control activities. To this effect two different methodological approaches have been combined within the model: (1) a method to identify and illustrate public actors and their options in crisis management decision making and (2) a system of communication and information exchange between public and private as well as Dutch and German actors (engage& exchange model) which permit to collect and to evaluate data in addition for a predefined time period are activated

What are Some Best HR Practices in Response to Natural Disasters in Terms of Training and Communication?

Today’s world is defined by, among other characteristics, borderless and unconventional threats, global challenges, and fast-paced change. HR has not been initially designed to organize or oversee crisis management. However HR’s role in training and development can contribute to an organization’s overall crisis management capacity, as well as to effective crisis communication in particular. Studies show that crisis-prepared companies have fewer crises to grapple with, stay in business longer and fare better in financial terms

Unintended consequences of crisis management

This contribution attempts to decipher the largely unintended, still predictable consequences of crisis management in the global economy. In a series of improvised, case-bycase and unilaterally demand-focused measures, governments tried to extend the Keynesian arsenal to a system whose basic features are unlike those of the national economy. While the collapse of output and employment, on par with the Great Depression, could indeed be averted, conditions for the resumption of sustainable finance and growth have been undermined

Financial Crisis and Crisis Management in Sweden. Lessons for Today

This paper gives an account of the Swedish financial crisis covering the period 1985–2000, dealing with financial deregulation and the boom in the late 1980s, the bust and the financial crisis in the early 1990s, the recovery from the crisis and the bank resolution policy adopted during the crisis. The paper focuses on three issues: the causes and consequences of the financial crisis, the policy response concerning bank resolution, and the applicability of the Swedish model of bank crisis management for countries currently facing financial problems.financial crisis; crisis management; bank resolution; solvency crisis; banking crisis