The Identification of Crisis Manager Skills by Using Saaty’s Method

Abstract

The paper presents the skills and abilities of a crisis manager, which microbusiness owners identified, and evaluation of their significance for the performance of this function. The overview of abilities and skills was generated based on brainwriting. Created mind map depicts the ideas into three levels. Hypothesis determined at the start of the research, that the requirements identified by the owners of microbusinesses will be in accordance with the requirements already formulated in the literature, was not rejected. The respondents used Saaty’s method for pairwise comparisons of identified skills. After the evaluation of Saaty’s matrices modified on the basis of comprehensive results, the identified requirements for becoming a crisis manager of a microbusiness were evaluated. Managerial skills were appreciated in most of the groups. On the second level, they are crucial for the performance of the function resilience, independent problem solving, flexibility, and perfect financial management. Based on empirical findings and in cooperation with experts from crisis management, the model of skills required for the performance of a crisis manager was developed.

Appendices

Appendix 1: Model of Skills and Abilities for the Position of a Crisis Manager

Skills and abilities (competencies) of a crisis manager of microbusiness
Skills and abilities		Examples of observable behavior	T	I
Managerial	Leadership	• Assumes responsibility for group performance even in case of failure • Analyzes successful and unsuccessful performance and proposes measures • Seeks to ensure that all team members understand and identify with the group goal • Leads by example • Acts like a leader, not avoiding complex challenges • Credibility and reliability • Gives space and the opportunity to others to take responsibility for subtasks	4	2
	Strategic thinking	• Able to cooperate in development of a strategy • Forward thinking • Able to assess in advance possible internal and external factors affecting business • Ability to think in a broader context is limited	3	3
	Focus on results (outputs)	• Maintains discipline in the team but does not avoid criticism • The end result is more important than the welfare of colleagues	3	3
	Focus on human	• Understands concerns of colleagues • Well-being at the workplace is crucial	2	1
	Time management	• Able to prioritize and delegate activities • Maintains an overview of own workload and knows how to say no • Able to estimate which tasks are suitable to be passed on • Able to obtain timely and accurate information	3	2
	Resilience	• Consistent performer even under extremely difficult conditions • Has realistic approach to stressful situations • Able to induce change in order to achieve a more effective result • Able to overcome obstacles by analyzing situations, looking for alternatives, and choosing the best solution • Provides support to others in stressful situations • Able to control own emotions even in highly stressful situations and handle the emotions of others • Self-confident	5	3
	Problem solving	• Able to work individually or as part of a team • Able to project manage • Relies on intuition based on own experience • Creative thinker • Creates a stimulating environment for problem solving • Able to create standards that prevent problems • Able to overcome prejudices and stereotypes of thinking	5	4
Interpersonal	Sense of belonging	• Understands and supports the values and culture of the organization and takes ownership for it • Familiar with the vision and strategy of the organization	4	3
	Communication	• Formulating ideas in written and oral form is very good • Actively listens to others • Reasonable assertiveness is natural for him • Able to present before the group • Able to open the communication • Supports communication of others • Accepts and develops the opinions of others • Able to cause constructive conflict • Requires feedback	4	3
	Teamwork	• Possesses natural charisma, emanates authority • Appreciates the progress of others and enjoys their success • Promotes cooperation as the preferred working style • Able to work in multicultural teams	5	4
	Independence	• Able to make decisions promptly and flexibly • Able to handle unexpected situations and estimate and apply own strengths • Seeks help if necessary • Able to obtain necessary data and resources • Able to judge personal risk and not afraid to take it if necessary	5	4
	Focus on customer	• Wishes to satisfy customers and their basic needs • Is friendly and approachable • Good interaction and empathy skills toward customers • Anticipates and identifies the needs of customers	2	1
Technical	Focus on standards	• Familiar with the company’s rules • Attention to detail with final error-free results	3	1
	Creative thinking	• Able to prepare and implement new projects through business strategic thinking and intuition allowing for an excellent starting position in a competitive environment • Able to utilize and appreciate the thoughts and ideas of others • Systematically works with risks and is able to evaluate and minimize them	5	4
	Flexibility	• Actively promotes changes and takes responsibility for them • Initiator of new ideas, innovative, and creative thinker • Challenges stereotypes and established procedures • Selects styles and methods of work suitable with regard to the bigger picture • Continuously develops and expands own knowledge and skills	5	4
	Human management	• Familiar with labor legislation and able to give advice to others on it • Natural motivator to others	3	1
	Product/service management	• Familiar with production processes and the organization of work in all workstations • Familiar with products offered by the company	3	1
	Finance management	• Able to control budget spending via keeping to the plan • Comes up with proposals to achieve higher profitability • Suggests measures and adjustments to the budget in case of deviation • Analyzes cost and its impact on all parts of the business and financial plans • Discusses suggestions and changes in plans with management	5	4
	Planning	• Able to short- and long-term plan in accordance with the surrounding area • Consistent performer • Able to prioritize and apply oneself accordingly creates variants of plans • Plans for resources and time necessary in advance • Evaluates the outcomes of projects	3	3
	Work organization	• Plans activities with regard to urgency • Able to distinguish urgent from important • If necessary, creates variants of plans • Able to organize own activities and performance and combine them with those of others	2	2

1. Source: Own processing
2. T—target value (1–5)
3. I—importance of skill or ability (1–4)

The column values “T” (target value) and “I” (important of skill or ability) are depicted graphically (Fig. 9).

Fig. 9

Skills and abilities—line of their importance and target value. Source: Own processing. M = managerial skills and abilities, I = interpersonal skills and abilities, T = technical skills and abilities

Appendix 2 Description of Levels of Selected Skills

1.1 Skill or Ability: Managerial—Strategic Thinking—Description of Levels 1–5

1	• No strategic thinking • Not able to assess in advance the possible internal and external factors affecting business • Plans only operatively
2	• Needs to control and surveillance while working on development of a strategy • Able to assess in advance possible internal and external factors affecting business in a simple situation
3	• Able to cooperate in development of a strategy • Forward thinking • Able to assess in advance the possible internal and external factors affecting business • Ability to think in a broader context is limited
4	• Strategic thinking • Anticipates and considers the broader context • Able to independently create development strategy • Business spirit
5	• Strategic thinking • Creates and communicates to others a clear vision and strategy • Anticipates and considers the problems in a broad context across specializations • Understands the complex interrelations • Establishes and maintains running systems, tools, and measures that promote appropriate strategy

1. Source: Own processing

1.2 Skill or Ability: Interpersonal—Communication—Description of Levels 1–5

1	• Formulating ideas, especially written, is difficult for him • Does not listen to others • Passes the information to others only on request’s • Response to unexpected situations cannot be predicted
2	• In normal situations, formulates ideas clearly and understandably in both oral and written forms • Listens to others without much difficulty • Shares information • Responds adequately to the situation • Communication is not always convincing
3	• Formulates ideas clearly and understandably in both oral and written forms • Listens to others • Assertively responding to the situation • Can attract others with his speech • Tolerates the opinions of others
4	• Formulating ideas in written and oral form is very good • Actively listens to others • Reasonable assertiveness is natural for him • Able to present before the group • Able to open the communication • Supports communication of others • Accepts and develops the opinions of others • Able to cause constructive conflict • Requires feedback
5	• Formulating ideas in written and oral form is excellent • Practices active listening, without exception, in all circumstances • Able to present on the big forum and able to convince others • Able to get real opinions from others and interact with them • Able to benefit from constructive conflict • Able to work with feedback • Communicates with other cultures

1. Source: Own processing

1.3 Skill or Ability: Technical—Flexibility—Description of Levels 1–5

1	• Difficulty coping with changes • Needs time for the adoption of new ideas and initiatives • Stereotypes play an important role • Needs examples and models • Dependents on the stability of the working environment and procedures • The ability to transfer attention between tasks is limited
2	• Accepts gradual changes • Needs time for the adoption of new ideas and initiatives • Able to gradually overcome stereotypes • Able to carry attention among fewer tasks • Stability of the working environment and procedures is still important for him
3	• Changes do not represent stress and are accepted without problems • Able to adopt new ideas • Able to overcome stereotypes, not preclude new methods and procedures • Adapts to a new work environment and tasks • Able to learn new things and procedures
4	• Welcomes the changes, seeing the opportunity in them, seeks changes • Welcomes new ideas and suggestions, opened to anything new • Not afraid of the risk of the unknown • Ready and willing to learn • Contributes by his suggestions • Able to respond in unexpected situations and improvise
5	• Actively promotes changes and takes responsibility for them • Initiator of new ideas, innovative, and creative thinker • Challenges stereotypes and established procedures • Selects styles and methods of work suitable with regard to the bigger picture • Continuously develops and expands own knowledge and skills

1. Source: Own processing