AD ALTA
JOURNAL OF INTERDISCIPLINARY RESEARCH
Total
3,39
3,57
4,01
1
3.62
3.98
4.28
D
ec
is
ion m
aki
ng
2
3.51
4.34
4.40
3
3.68
3.72
4.06
4
3.53
3.85
4.09
5
3.60
3.95
4.17
6
3.60
3.77
4.06
7
3.78
4.03
4.17
8
3.81
3.87
4.22
Total
3,64
3,94
4,18
1
3.64
4.41
4.38
T
eam
w
or
k
a
nd pe
rf
o
rm
anc
e
2
3.67
3.87
4.14
3
3.28
2.82
3.03
4
3.49
3.59
3.89
5
3.81
3.67
4.03
6
3.60
3.59
4.00
7
3.58
3.59
3.97
8
3.52
3.46
3.92
9
3.41
3.61
3.92
10
3.59
4.08
4.26
11
3.68
4.02
4.42
12
3.48
3.74
4.07
13
3.60
3.89
4.15
14
3.70
3,72
4,18
15
3.74
4.00
4.18
16
3.44
3.46
3.99
17
3.75
4.11
4.29
18
3.60
4.21
4.32
19
3.28
3.70
4.07
20
3.03
3.33
3.24
21
3.65
3.92
4.05
22
3.54
3.33
3.88
23
4.26
4.16
4.59
24
3.69
3.51
3.95
25
3.92
3.70
4.30
Total
3,60
3,74
4,05
1
3.76
4.10
4.32
Inf
or
m
at
ion s
ha
ri
ng
2
3.76
3.95
4.32
3
3.44
3.82
4.10
4
3.68
4.02
4.22
5
3.49
3.98
4.06
6
3.66
3.84
4.19
7
3.46
2.95
3.76
8
3.66
3.72
4.04
9
3.41
3.39
3.99
10
3.46
4.10
4.06
Total
3,58
3,79
4,11
Source: Own processing.
The results presented in Table 2 confirmed that the highest
quality of crisis management competencies was achieved by
businesses, the highest score for each of the crisis competencies
is evident. In the area of crisis communication, even the mean
value in all indicators for businesses is more than 4. The weakest
values are achieved in the area of healthcare facilities. The
differences are striking - e.g., in the category of transparent
communication – (8
th
item of Crisis communication) the
difference between healthcare facilities and business is up to 0.8.
There are also big differences in Leadership style. For item
number 5 (During the crisis, the leadership expresses support of
other entities - for example, communities, self-government, etc.
),
the businesses reached mean 4.14, while the healthcare facilities
have a value of 0.83 lower, self-government even of 1.01 lower.
During a crisis, the employees expect their leader to successfully
master the crisis and easily overcome difficult obstacles. They
want to trust in him, they need his support, they want to feel his
interest and empathy and consequently they want to be helpful
through cooperation and shared leadership (Pearce et al., 2020).
At a time of crisis, it is necessary for the leadership to be able to
analyze different solution possibilities, learn on the go from
situations that are actually happening and flexibly respond to
them, which is related to the existence of an effective crisis
management in the time before the crisis (Reeves, 2020). What
is surprising in item 8 in Leadership style (The leadership speaks
positively of the future.)
is the highest score for self-government
institutions – 3.87, whereas 3.8 in businesses. In the area of
decision making, the differences are again large - in item 2, the
businesses level reaches 4.4, while healthcare facilities only
3.51, which represents a difference of 0.89. In the area of
teamwork and performance, we see the biggest difference in
item 1 - where businesses reach mean 4.38, self-government
institutions even 4.41 but healthcare facilities only 3.64. In the
area of Information sharing, there is a marked difference in item
3 where businesses reach 4.10, while healthcare facilities only
3.44.
In all monitored items, businesses reached the mean higher than
4 - Communication 4.23, Leadership style 4.01, Decision
making 4.18, Teamwork and performance 4.05 and Information
sharing 4.11. Neither self-government intuitions nor healthcare
facilities achieved above 4 in any of the key crisis competencies
monitored.
According to the PwC study (Global Crisis Survey 2019), 7 out
of 10 managers have experienced managing a crisis in a
company over the past 5 years. Therefore, in general, it is not
necessary to think about whether a crisis will happen, but when
it will happen and we can say that most business managers have
already encountered some form of crisis. 42% of businesses in
said study state that after overcoming the crisis they see their
position as better than before the crisis 36% of the companies
said that they defended and stabilized the position they had
before the crisis. As business managers are most often exposed
to crisis situations, this will probably be the reason why business
managers in our study proved to be prepared the best to face the
crisis. As stated by da Silva & Costa (2018), every crisis has its
positive aspects, which include especially improvements of
control processes, responsibilities and organizational structures.
Therefore, all managers of the institutions we examined should
approach the crisis as an opportunity to change the way of
management in a positive way.
5 Conclusion
The Corona crisis is a source of threats and opportunities for all
the institutions and their management. It is important for the
organizations to be prepared for the future and to be able to
effectively manage their processes, people and the whole system,
in the context of resistance and sustainability in a turbulent and
changing environment.
Experts have assumed during the first wave of COVID crisis
another wave of this pandemic and they also confirm a very high
likelihood of a similar type of pandemic happening again in the
near or distant future. Therefore, we emphasize preparation of all
organizations for such crisis situations as the only effective tool.
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