Abstract
Abstract The Coronavirus pandemic, as a global and total risk of our time, has imposed the need for a more complete and comprehensive review of existing approaches to crisis prevention and preventive management in general. This crisis also pointed to some shortcomings in quality management, risk management and change management, which had not been removed in a timely and adequate manner in more stable conditions in order to function better in crisis situations. Accordingly, the structure of this paper was conceived, which, in addition to an introduction and concluding remarks, has five short, but thematically complete, units. In the first part, preventive management is seen as a paradigm of the successful management of problems, incidents and crises. In the second and third parts, the influence of the principles of quality management and the principles of risk management on the prevention of a crisis, as well as their cooperation, effectiveness and synergistic effects are discussed. The fourth part analyses the key processes of change and conflict management in terms of crisis prevention. In the fifth part, an effective, complete and comprehensive crisis prevention model based on quality management, risk management and change management is created, with the primary goal of achieving sustained success in all business conditions. Bearing in mind that the processes and consequences of the Coronavirus pandemic have still not been completed or become clear, the concluding remarks identify certain messages and lessons that could have been learned in its initial stages.
Highlights
While the world has been changing rapidly and dramatically in recent decades, many organisations and states, as well as the entire population, have not reacted in a timely and adequate manner to the numerous threats and dangers that were increasing every day
In turbulent and dramatic times such as these caused by the Coronavirus pandemic, without an effective management system based on preventive management, quality management and risk management, as well as change management, there is neither the certain survival of the organisation nor too many opportunities for sustained development
It is difficult to expect that the effectiveness and efficiency of preventive management in an organisation will be at a high level in crisis situations, if it was not at a high level in stable conditions
Summary
While the world has been changing rapidly and dramatically in recent decades, many organisations and states, as well as the entire population, have not reacted in a timely and adequate manner to the numerous threats and dangers that were increasing every day. “Risk-based thinking” allows the organisation to identify those factors that may influence the emergence of potential risks, as well as potential threats that could stand in the way of set goals. This thinking allows the organisation to establish a system of preventive management in order to minimise any negative effects and make the most of opportunities when they occur. This effectiveness is achieved through the operation of a number of complex influences, of which five relevant groups stand out: quality management, risk management, change management, taking advantage of opportunities and preventing undesirable results.
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