The ability of organizations’ response and ability to deal with crises is one of the many issues discussed in this course with special emphasis on COVID-19 outbreak. It is identified whether organizations can fulfill their duty to provide academic support for students continuously. This paper describes organizational changes and structures that were affected by the prevailing conditions of COVID-19. Educational leaders had to respond by moving educational and associated activities online; as a sense of immediacy. The decision to pivot remote learning was made swiftly, particularly by the institution operating in a shared leadership model. This paper highlights the development of the COVID-19 task force and the Resumption of Normal Activities (RONA) task force. Each task force was developed to help improve the quality of the decisions made in crisis resolution and communicated clearly and frequently to all stakeholders through a variety of communication channels. The resulted factors described in this paper ensured that any changes to the normal operations of the university where discussed and incorporated within the university curriculum. Further, the paper aims at illustrating the fundamental changes needed in organizational structure and methods in which such crises are handled. The paper also discusses the changes that have been implemented, existing structure of the organization, and the role played by the institution in mitigating the crisis. The implication of the changes in terms of the cost inculcated by the stakeholders both in a personal as well as professional level is also discussed.
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