|
The content of the crisis management process at an enterprise |
Average score |
| SE |
ME |
LE |
total |
| 1 |
The process of crisis management at an enterprise is continuous |
6,8 |
5,5 |
8,0 |
6,8 |
| 2 |
Methodology for recognizing, evaluating and forecasting problems of an enterprise |
6,3 |
5,0 |
8,5 |
6,6 |
| - |
The financial position of the company is diagnosed |
6,7 |
7,0 |
8,5 |
7,4 |
| - |
Environmental factors of the enterprise are diagnosed |
7,3 |
4,8 |
7,7 |
6,6 |
| - |
The quality of the region where the enterprise operates is diagnosed |
6,2 |
3,7 |
8,0 |
6,0 |
| - |
The relationship between the company and its counterparties is diagnosed |
7,5 |
6,5 |
7,6 |
7,2 |
| - |
The factors of the internal institutional environment, informal relationships with employees and counterparties are diagnosed |
5,2 |
4,6 |
6,9 |
5,6 |
| 3 |
State of the internal and external environment of the enterprise is projected |
6,3 |
6,6 |
7,8 |
6,9 |
| 4 |
There is a methodology for recognizing, evaluating and forecasting the capabilities of an enterprise in the internal environment |
7,5 |
4,6 |
8,5 |
6,9 |
| 5 |
There is a methodology for recognizing, evaluating and forecasting enterprise capabilities in the external environment |
5,2 |
3,6 |
7,6 |
5,5 |
| 6 |
Based on the identified problems and opportunities “pilot” (urgent, low-cost) measures are applied to reduce these problems or to use these opportunities |
4,7 |
6,6 |
7,7 |
6,3 |
| - |
There is on-going work to create conditions both within and outside the organization which will prevent or initially weaken the crisis |
5,5 |
6,0 |
7,4 |
6,3 |
| - |
The system of self-development and continuous improvement of staff motivation |
3,7 |
5,0 |
6,4 |
5,0 |
| - |
Provocative crisis management is carried out |
0,5 |
2,1 |
2,7 |
1,8 |
| 7 |
All identified problems are ranked according to the severity of the consequences for the enterprise and the urgency of their elimination. |
7,0 |
6,9 |
8,0 |
7,3 |
| 8 |
The company is currently in a state of apparent crisis. |
1,8 |
2,3 |
2,7 |
6,8 |
| 9 |
The company has previously experienced crisis situations. |
5,2 |
4,0 |
5,6 |
4,9 |
| 10 |
The company has an anti-crisis service (anti-crisis team). |
3,3 |
2,1 |
6,8 |
4,1 |
| 11 |
During a crisis an enterprise develops a crisis management plan with executors and intermediate performance indicators. |
4,8 |
5,0 |
8,2 |
6,0 |
| 12 |
A crisis situation determines the development of a technology to solve crisis management tasks. |
5,5 |
3,9 |
8,7 |
6,0 |
| 13 |
The quality and quantity of available resources (material, financial, labor) is evaluated. |
8,3 |
7,6 |
9,1 |
8,3 |
| 14 |
Contingency reserve is created. |
6,3 |
7,5 |
7,2 |
7,0 |
| 15 |
The impact of the external environment is taken into account and relations with contractors and the public are established |
6,5 |
6,3 |
7,8 |
6,9 |
| 16 |
Anti-crisis plans are being adjusted and improved. |
5,8 |
5,6 |
9,1 |
6,8 |
| 17 |
The company possesses a strategy. |
6,7 |
5,9 |
9,6 |
7,4 |
| 18 |
The company's strategy is adjusted to reflect the experienced crisis situations. |
4,3 |
5,9 |
8,4 |
6,2 |
| 19 |
Corporate unification is enhanced and CSR is increased with the aim to improve the resilience of the enterprise to future crises. |
5,3 |
6,1 |
8,8 |
6,7 |
| 20 |
The company longs for a high image and wants to win the recognition of contractors and the public. |
7,5 |
8,2 |
9,5 |
8,4 |
