scholarly journals Crisis Management

Hadmérnök ◽  
2019 ◽  
Vol 14 (1) ◽  
pp. 352-370
Author(s):  
Zsolt Zólyomi
Keyword(s):  
Crisis Management ◽  
Emergency Preparedness ◽  
Emergency Situation ◽  
Management Plan ◽  
Business Continuity ◽  
Emergency Plan ◽  
Business Continuity Management ◽  
Business Functions ◽  
Set Up ◽  
Crisis Management Plan

The security professionals are always talking about Emergency Plan, Emergency Preparedness, Emergency Response, Crisis Management, Crisis Management Plan, Business Continuity Management, Business Continuity Plan. etc. That is a question whichcomes to my mind do we know exactly what these phrases meanings are? My experiences show, usually we have different interpretations on the above mentioned expressions. Briefly we need to have an Emergency Plan to provide our Emergency Preparedness and to be able to take our Emergency Responses in case of a real Emergency situation. If we were able to eliminate the Emergency situation the problemhas been solved. If we had no success the Emergency can be develop a crisis situation which we need to manage by the Crisis Management Plan. As we are over the crisis we need to adopt our Business Continuity Plan to be able to manage our continuous operationor production. The aim of this study to providea useful tool or set up for security leaders on Crisis Management which is a clear security task and not as like Emergency Preparedness which is related to safety organization as Business Continuity is connected to each business functions.

Developing a Crisis Management Plan

2020 ◽  
pp. 67-85
Author(s):  
J. Michael Rollo ◽  
Eugene L. Zdziarski
Keyword(s):  
Crisis Management ◽  
Management Plan ◽  
Crisis Management Plan

Adaptation of the Incident Command System to Oil Spill Response During the American Trader Spill

1991 ◽  
Vol 1991 (1) ◽  
pp. 267-272
Author(s):  
Robert G. Rolan ◽  
Keith H. Cameron
Keyword(s):  
Organizational Structure ◽  
Crisis Management ◽  
Oil Spill ◽  
Management Plan ◽  
Team Members ◽  
Incident Command System ◽  
Incident Command ◽  
Response Team ◽  
Oil Spill Response ◽  
Crisis Management Plan

ABSTRACT While developing its new crisis management plan in 1989, BP America (BPA) modified the incident command system (ICS) for use as the organizational structure of its oil spill response team. This was done to be compatible with the post-Exxon Valdez organization of the Alyeska response team and for certain advantages it would provide for responses in other locations and in other types of crisis situations. The ICS was originally developed for fighting wildfires in California and has since been widely adopted by other fire and emergency services in the U. S. While retaining most of the ICS structure, ?PA developed modifications necessary to fit the unique requirements of oil spill response. The modified ICS was used during a full scale test of ?PA's draft crisis management plan in December 1989, and thus was familiar to ?PA's top executives and other participating response team members. When the American Trader spill occurred in February 1990, BPA's management used the modified ICS organization even though the crisis management plan had not been finalized or widely distributed within the company. Details of the organizational structure evolved as the spill response progressed, in part due to the changing requirements of the response over time and in part because of previously unrecognized issues. This paper describes that evolution and the resulting final structure. Essential differences between the original ICS and BPA's oil spill version of it are highlighted. Despite the unrecognized issues and the unfamiliarity of some team members with the ICS, the organization worked well and can be credited with a share of the success of the American Trader response.

Continuity of operations planning in college athletic programs: The case for incorporating Federal Emergency Management Guidelines

2016 ◽  
Vol 14 (1) ◽  
pp. 71
Author(s):  
Stacey A. Hall, PhD, MBA ◽  
Brandon L. Allen, PhD ◽  
Dennis Phillips, PhD
Keyword(s):  
Emergency Management ◽  
Emergency Preparedness ◽  
Student Athletes ◽  
Management Plan ◽  
Athletic Programs ◽  
Athletic Departments ◽  
Operations Planning ◽  
Continuity Of Operations ◽  
Continuity Planning ◽  
Crisis Management Plan

College athletic departments have a responsibility to provide a safe environment for student-athletes; however, most colleges do not have a crisis management plan that includes procedures for displaced student-athletes or alternate facilities to perform athletic events. Continuity of operations planning ensures athletic programs are equipped to maintain essential functions during, or shortly after, a disruption of operations due to possible hazards. Previous studies have identified a lack of emergency preparedness and continuity planning in college athletic departments. The purpose of this article is to illustrate in detail one approach to disaster planning for college athletic departments, namely the Federal Emergency Management Agency (FEMA) continuity of operations framework. By adhering to FEMA guidelines and promoting a best practices model, athletic programs can effectively plan to address potential hazards, as well as protect the organization's brand, image, and financial sustainability after a crisis event.

Business continuity management: use and approach’s effectiveness

2020 ◽  
Vol 2 (2) ◽  
pp. 81-96
Author(s):  
Ihab Hanna Sawalha
Keyword(s):  
Middle East ◽  
Best Practices ◽  
Design Methodology ◽  
Business Continuity ◽  
Future Research ◽  
Content Type ◽  
Business Continuity Management ◽  
Business Functions ◽  
Preliminary Study ◽  
Practical Implications

PurposeThis is an exploratory study that aims to explore the use (practice) of business continuity management (BCM) and the effectiveness of the BCM approach adopted by organizations from a variety of sectors.Design/methodology/approachThe sample of this study consisted of 250 organizations from a variety of sectors: 80 industrial; 15 banking; 25 insurance; 130 services organizations. An interviewer-administered questionnaire was used to collect data.FindingsThe findings indicated that there is an increased awareness about the use of BCM across different sectors including the industrial, service, banking and insurance and that the current use of BCM is irrespective of a number of organizational characteristics.Practical implicationsThis research investigates the current use/practice of BCM across a variety of sectors. It is therefore considered a significant preliminary study that paves the way for further future research studies related to the use of BCM in the Middle East. It also clarifies the current levels of application of BCM which subsequently facilitates and supports the wider adoption of BCM and commitment to adopt the best practices related to it across different sectors.Originality/valueTo the best of author's knowledge, this is one of very few studies which focus on the use/practice of BCM and approach’s effectiveness that have been conducted in the Middle East and in Jordan in particular. It reveals the extent to which BCM is being adopted across the various sectors which in turn reflects the levels of understanding and awareness of the significance of this process for today's organizations and for the continuity of their critical business functions during the occurrence of different sorts of disruptive incidents.

scholarly journals Environmental management and emergency preparedness plan for Tsunami disaster along Indian coast

2017 ◽  
Vol 8 (3) ◽  
pp. 144-152 ◽  
Author(s):  
P Chandramohan ◽  
AP Anu ◽  
V Vaigaiarasi ◽  
K Dharmalingam
Keyword(s):  
Emergency Preparedness ◽  
Tamil Nadu ◽  
Human Life ◽  
Management Plan ◽  
Andaman Sea ◽  
Emergency Plan ◽  
Preparedness Plan ◽  
Tsunami Disaster ◽  
2004 Tsunami ◽  
The Impact

The 26 December 2004 Tsunami generated by the submarine earthquake in Andaman Sea with the magnitude of 9.2 Richter scale triggered the worst destruction, widespread inundation and extensive damage in terms of life and property along the Tamil Nadu coast and Andaman Nicobar Group of Islands. The shoreline features like dunes, vegetation and steepness of beaches played vital role in attenuating the impact of Tsunami from destruction. While the low-level Marina beach experienced minimum inundation, the coast between Adyar and Cooum was inundated heavily. As the present generation of India was not aware of Tsunami, the emergency plan and preparedness were zero and so the loss of human life was huge. In this article, the authors describe the Tsunami occurred in India on 26 December 2004 and its impacts on morphology. The appropriate Emergency Preparedness plan and the Disaster Management Plan in case of reoccurrence of such natural disaster are discussed.

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