Managing organisations during the COVID-19 vortex : comprehensive guidelines for leading your organisation through the vortex / edited by Wilhelm Crous.

Format:

Book

Contributor:

Crous, Wilhelm, editor.

Language:

English

Subjects (All):

Crisis management.

Leadership.

Epidemics.

Physical Description:

1 online resource (196 pages)

Edition:

1st ed.

Place of Publication:

Randburg : KR Publishing, 2020.

Summary:

Managing Organisations During the Covid-19 Vortex is a comprehensive book to help leaders navigate their organisation through the Coronavirus crisis. From managing day-to-day practicalities, to scenario planning and sense-making, this book offers guidelines from over 20 leading experts to help executives deal their most pressing challenges:* How to manage uncertainty and complexity * Leadership excellence in the Covid-19 crisis* Promoting mental wellness in the workplace* Sense-making for better decision-making in a crisis* Effective crisis communication* Economic and social scenarios* Business contingency planning during Covid-19* Retaining resilience in chaotic conditions* How to navigate lockdowns with certainty* Best practices for managing virtual workers* The legal implications of Covid-19 for employers* And more!This book is essential reading for any executive who is grappling with how to deal with the complexity, uncertainty and unpredictability of this vortex. Trusted, bold and courageous leadership is required to navigate the complexity, uncertainty and unpredictability of this vortex. Managing Organisations During the Covid-19 Vortex will give leaders the context, tools, guidelines and perseverance needed to face this crisis head-on and lead their organisations in to a future beyond Coronavirus.Contributors include:* Professor Shirley Zinn, ex-HR Director of Woolworths and Standard Bank, CEO of Shirley Zinn Consulting and non-executive Director of five JSE-listed companies: Sanlam Ltd, MTN-SA, Afrocentric, AdvTech and Spur Corporation* Tim Cohen, Editor and Journalist, Daily Maverick* James Hebbard, Chief People Officer, Tencent* Arthur Kamp, Chief Economist, Sanlam Investments * Busisiwe Mavuso, CEO, Business Leadership South Africa* Morné Mostert, Director of the Institute for Future Research and Member of the Club of Rome* Charles du Toit, ex-HR Director of Eveready and Leadership Consultant* Sonja Blignaut, the founder of More Beyond* Sherisa Rajah, Employment Lawyer and Partner, Fasken. * Toby Shapshak, Editor-in-Chief and publisher of Stuff magazine* Michael Davies, CEO of ContinuitySA* Dr Jope de Beer, Managing Director, JvR Psychometrics (Pty) Ltd* Ingra du Buisson-Narsai, Co-Founder and Director of NeuroCapital Consulting and author of Fight, Flight and Flourish: How neuroscience can unlock human potential* Janine Hills, Founder of Vuma Reputation Management and CEO of Janine Hills Authentic Leadership* Professor Theo Veldsman, Work Psychologist, Strategic People Effectiveness Advisor and former Professor and HOD at the Department of Industrial Psychology and People Management in the College of Economics and Business, UJ* Graham Williams, Neuro-Linguistic Practitioner and certified member of the Institute of Management Consultants and Coaches of South Africa* Stéve Bánhegyi, Management Consultants

Contents:

Intro

Cover

Title Page

Copyright Page

Full Title Page

Dedication

John Maxwell Quote

Table of Contents

Forward by Shirley Zinn

About the Editor

About the Contributors

Introduction

Chapter 1: Black swans and the butterfly effect: The keys to understanding COVID-19 by Tim Cohen

Chapter 2: COVID-19: Economic and social impact by Arthur Kamp

A global economic sudden-stop

Tightening financial conditions prompt extraordinary policy measures

South Africa's economic downturn deepening

The lockdown will have the biggest impact on GDP

South Africa's vulnerable workforce

Trade and financial spill-over from the global economy

Consumers will cut back and attempt to boost precautionary saving

Standard macroeconomic tools will fall short

Keeping the wheels of finance oiled

Polishing the crystal ball

Chapter 3: Managing uncertainty, complexity andchaos in a crisis vortex by Sonja Blignaut

Chapter 4: Sense-making for decision-making: A futures thinking perspective for executives in times of crisis by Dr Morné Mostert

Social Compliance: Low

Viral Virulency: Moderate

Government Enforcement: Moderate

Health Responsiveness: Moderate

Chapter 5: Revisiting, reframing, resetting and re-starting: Navigating crisis lockdownsby Stéve Bánhegyi &amp

Graham Williams

Mind-set

Developing a rational response framework

The willingness and capacity of your people to change

Higher-level thinking the savvy leader could adopt

Chapter 6: Crisis leadership excellence: Navigating in, beyond and through a crisis by Theo H. Veldsman

Make-up of an appropriate crisis leadership response

'In' Leadership Response: Frame

Factor 1: Territory

Factor 2: Dynamics

Factor 3: Engagement Mode

'Beyond' Leadership Response: Anchor

'Through' Leadership Response: Resolve.

Right Attitude

Inspiring a Crisis Resolution Vision

Coherent set of Solution Design Specifications

Fit-for-Purpose Solution

Recovery Intelligence

Implementation, Monitoring and Tracking

Navigation

Protection and leverage of People and Organisation Capitals

People Capital

Organisational Capital

Critical success factors for an effective 'In-Beyond-Through'leadership response to a crisis

Navigating Response

'In' Response: Frame

'Beyond' Response: Anchor

'Through' Response: Resolve

Core crisis leadership capabilities for an effective 'In-Beyond-Through' leadership response to a crisis

Ten commandments of crisis leadership excellence through an'In-Beyond-Through' leadership response to a crisis

Conclusion

Chapter 7: Leadership in a time of crisis: A challenge for the middle by Dr Charles du Toit

1. Talk to them - keep your middle level management informed

2. Listen to them - gain insights from them

3. Involve them - make middle management part of thecommunication line

4. Coach them - hold discussions with your leaders about howthey are leading

5. Support them - really support them

6. Invest in them

Chapter 8: Business continuity planning during a pandemic: Coronavirus 2020 by Michael Davies

Lessons learnt during the coronavirus pandemic of 2019/2020 and future planning

We were unprepared

People, processes and technology

People make the difference

And then there is the lockdown

Are you prepared for the next pandemic?

It will be alright

Chapter 9: Crisis communication: Lessons learned from a pandemic by Janine Hills

Reaching out to people

Mind your language

The nine pillars of reputation management

Management Quality

Government Performance

Marketing Effectiveness

Social Responsibility

Ethical Business Practices

Transparency.

Employer Attractiveness

Innovation

Quality of Services

What to do after a crisis

Chapter 10: Remaining resilient in traumatic and chaotic conditions by Dr Jopie de Beer

Human hardwiring and response to stress and trauma

Basic hardwired human needs

Knee-jerk human responses

An emotional rollercoaster over time

Personality structure and preferences

How to maintain and build resilience during the chaos ofCOVID-19

What do we mean by 'resilience', 'hardiness' or 'grit'?

Maintaining and developing resilience

Start with absolute honesty and acceptance

Building physical resilience

Building mental resilience

Building emotional resilience

Building interpersonal resilience

In conclusion

Chapter 11: Promoting personal and workplace mental healthin the age of COVID-19 by Navlika Ratangee

Dealing with the overflow of information

Concerns about being exposed

Dealing with being in self-isolation or in quarantine

Talk to your children

Working from home

Being the healthcare worker

Workplace considerations

Chapter 12: Stress: manage it and build resilience by Ingra Du Buisson-Narsai

At a Glance

Stress was never meant to be a 24/7 experience

2. Attending to perceived stress - zoom in or zoom out

3. Learning to stress right

#Neuro-hacks to develop your stress resilience

Chapter 13: Virtual working practices by Toby Shapshak

A new model?

Epic moment

Chapter 14: Tencent Africa responding to the coronavirus by James Hebbard

Chapter 15: Coronavirus in a fractured democracy by Busisiwe Mavuso

Chapter 16: The coronavirus vortex: Employment by Sherisa Rajah with Andi Michalow &amp

Wesley Fletcher

Government Response

Short Time, Layoffs and Benefits

How possible is it to go remote in South Africa?.

Remote Working: Global Trends

How has this been implemented?

Building towards a 'smart city'

Chapter 17: The coronavirus: Implications for employersin South Africa By Employment, Health &amp

Safety Practice Group, Webber Wentzel

An employer's decision to temporarily shut their business

A government-imposed decision to temporarily shut down a business

Is there any government assistance available to employers duringthis time?

Unemployment Insurance Fund

Compensation Fund

Government assistance for SMMEs

Recap on general leave options

Employees infected with COVID-19

Employee self-quarantine

Employer-imposed precautionary quarantine

Fake news

Chapter 18: The day after COVID-19 by Wilhelm Crous

Business Strategy for the coming weeks and months

Possible future implications and trends for organisations andtheir leaders

REFERENCES

INDEX.

Notes:

Description based on print version record.

ISBN:

1-86922-849-9