...On the Crisis Management of the Modern Enterprise BIAN Tingting1, 2, TAN Zhanglu2 1 School of Management, Beijing Union University, Beijing, China, 100101 2 School of Management, China University of Mining &Technology, Beijing, 100083 teacherbian@126.com Abstract: Modern enterprises are facing more and more crisis from the external environment. This paper starts from the four major foreign crisis management theories, then analyzes the main problems of the enterprise crisis management in our country, finally it raises the three aspects ideas of the modern crisis management. The three aspects are named crisis prevention, crisis resolving and summer up after crisis. From the three aspects, we should strengthen the crisis management, and control the deterioration of the crisis in time to ease the crisis finally to turn crises into opportunitiesin order to minimize or avoid the loss of the enterprise caused by crisis. Keywords: Modern enterprise, crisis, crisis management 1 Introduction With the acceleration of economic and social globalization, internal and external business environment becomes more complex and changeable, and are full of uncertainty. This uncertainty has brought the potential for the enterprise crisis. Today's economic and social development is more than ever vulnerable to social conflict, terrorism, technological disasters, and financial crisis. Crisis exists anywhere and anytime...
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...UNIVERSITY OF MUMBAI PROJECT ON “ .” SUBMITTED BY AMARKUMAR SURYAWANSHI ROLL NO.: 38 ADVANCED ACCOUNTANCY PART 1 STRATEGIC MANAGEMENT IN PARTIAL FULLFILLMENT OF THE DEGREE OF MASTER OF COMMERCE 2015-16 UNDER THE GUIDENCE OF PROF. VINOD CHANDWANI VIDYA PRASARAK MANDAL, THANE K.G.JOSHI COLLEGE OF ARTS & N.G. BEDEKAR COLLEGE OF COMMERECE CHENDANI BUNDER ROAD, THANE-400601 Declaration I, student of M.Com. (Part - I) Roll No. : 38 hereby declare that the project title “disaster management ” for the subject strategic management submitted by me for semester - I of the academic year 2015-16, is based on actual work carried out by me under the guidance and supervision of PROF.vinodchadwani. I further state that this work is original and not submitted anywhere else for any examination. PLACEAmarkumarSuryawanshi ROLL NO: 38 DATE ACKNOWLEDGEMENT It is indeed a great pleasure and proud privilege to present this project work. I take this opportunity to express my gratitude and acknowledge to all the individuals involved both directly and indirectly for their valuable help and guidance. This project has been an attempt to give information about the “disaster management”. I expressed my deep since of gratitude to founder and president of VidyaPrasarakMandal. I express my heartful thanks to our honorable Principal for her constant support and motivation. I express special thanks to my guide Prof. Vinodchandwaniunder whose guidence the project conceived...
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...of Risk Response Planning Jinghan Xie PJM 6015 Project Risk Management Jacques Alexis Northeastern University College of Professional Studies August 8, 2015 Abstract As the fourth step in the risk management, risk response planning is very significant and it could affect the subsequent steps of risk management as well as the whole project. In other words, if a risk management plan does not has the sufficient preparation in response part, the subsequent risk management process (monitoring & controlling) would generate mistakes and the previous effort (planning, identification and analysis) would be wasted. This paper uses PMBOK (main reference) and several scholarly articles (secondary references) to elaborate the definition of risk response planning, find necessary tools & techniques, emphasize the importance of risk trigger and contingency plan, and discuss some key factors which could affect the risk response decision. Keywords: risk response planning, contingency plan, risk trigger, risk response decision Risk Response Planning To begin with, I want to use the content of PMBOK to define the risk response planning. Plan Risk Responses is the process of developing options and actions to enhance opportunities and to reduce threats to project objectives. It follows the Perform Qualitative Risk Analysis process and the Perform Quantitative Risk Analysis process (if used). It includes the identification and assignment of one person (the “risk response owner”)...
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...A Balanced Scorecard Although good business decisions are a function of timely and accurate information a more important point is the timely response and actions managers take after making a decision from the data and information. Success in the hospitality industry today is determined its information and knowledge management, and especially the actions managers take resulting from their determinations to outsmart the competition and gain competitive advantages. Technology information is making vast changes in the hospitality industry which gives reasons for hotel managers to collect data and information. Considering the benefits from gathering usable information and applying the information effectively and creatively to gain hotel competitive advantages, but the benefits are only as good as they are in the hands of decision makers who have good common sense and experience with the knowledge in the context in which the information is applicable (Nyheim, McFadden, & Connolly, 2005, p.209 and 219). Technology today makes collecting information immeasurably easy but its application requires rigorous analysis with as little time as possible. The speed or time it takes to gather, interpret, and put the information to work and execute the resulting decisions produces a competitive advantage. Keeping in mind that hotels benefiting from usable information is produced by the speed in which the hotel collects and converts the information into useful measures by making good strategic...
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...PREPAREDNESS, RESPONSE AND RECOVERY By Jason Christopher Chan (RPO) Executive Summary In recent years, social media has exploded as a category of online discourse where people create content, share it, bookmark it and network at a prodigious rate. The five key characteristics of social media: collectivity; connectedness; completeness; clarity and collaboration lend itself to be used increasingly to support crisis management functions. This paper examines the various categories of social media tools to understand how they can be utilised to enhance analytical and response capabilities of organisations for crisis management. The paper identified four main social media functions: (1) information dissemination, (2) disaster planning and training, (3) collaborative problem solving and decision making, and (4) information gathering, which are then mapped onto the three crisis management phases of preparedness, response and recovery to describe how a range of social media tools may be used to enhance crisis communications. Case examples of international organisations and governments using social media for crisis management are shared. The paper proposes a framework to enhance government use of social media for crisis management that encompasses the need for a mandate, differentiated guidelines and three key capabilities to be developed. 1 Introduction 1. Crisis management is a critical organisational function that involves planning and dynamic incident response to situations...
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...Process Evaluation DRAFT Report School Community Liaison and Security Programme Prepared for the National Committee for Families and Children (NPA M&E Sub-Committee);and Ministry of Education, Youth & Sports John D. Flowers Table of Contents Executive Summary ......................................................................................................................... Error! Bookmark not defined. 1.0 1.2 1.2.1 1.2.2 1.1.3 2.0 2.1 2.2 2.1 2.2 3.0 3.1 3.2 3.2.1 3.2.2 3.2.3 3.2.4 3.2.5 3.3 3.5 3.5.1 3.5.2 3.5.3 3.5.4 3.6 Background ................................................................................................................................................................................ 2 Project Description and Scope .......................................................................................................................................... 3 Purpose of the Consultancy ..................................................................................................................................... 4 Scope ............................................................................................................................................................................ 4 Key Activities and Main Deliverables .................................................................................................................... 4 Evaluation Design and Framework .....................................................................
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...of 2010 and 2011 partially due to limited resources, economic instability and partially due to absence of well trained and equipped disaster management infrastructure. We also lack proper system for disaster prevention and preparedness that could ensure effective mitigation to reduce the loss of life and property damage in the face of a natural disaster. 2. Disaster management is unfortunately seen as provision of relief rather than the management of all of its phases and long term management of risk. We therefore need a comprehensive preparedness, prevention and mitigation strategy with a view to better manage and coordinate activities of various line ministries, departments and civil society. Pakistan has a traditional relief and response oriented disaster management system, however over a short period of time it is experiencing constructive changes. Present system to respond to medium level disasters is fairly structured and it is quite in place to handle disasters. Nevertheless, our disaster management system to respond small to large scale disasters needs capacity building and...
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...Organization. Designer: Eric Loddé For bibliographic purposes, this document should be cited as follows: Tsunami risk assessment and mitigation for the Indian Ocean; knowing your tsunami risk – and what to do about it IOC Manual and Guides No. 52, Paris: UNESCO, 2007 (English). Printed by UNESCO (IOC/2009/MG/52) © UNESCO IOC 2009 Tsunami risk assessment and mitigation for the Indian Ocean; knowing your tsunami risk – and what to do about it 3 Table of contents Acknowledgement .................................................................................................................. 6 Foreword ..................................................................................................................... 7 Executive summary ............................................................................................................... 8 A InTrOducTIOn...
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...National Disaster Management Committee & Department of Disaster Management [pic] [pic] Training Manual Table of Contents Introduction: The Importance of Communication 4 Emergency Communications and Warning Systems 5 Technologies behind Warning Systems 7 WARNING FLOW DIAGRAM 8 Principles of Emergency Communications 9 The Motorola Pro 5150 Handset Radio 12 Methods of communication 13 HF Radio. 19 VHF Radio. 19 UHF – Mobile / Fixed Trunk. 21 Satellite Communications. 21 POTS or Plain Old Telephone System. 21 Cellular Telephone. 22 Internet. 22 Broadcast Services. 22 Cable. 22 Pager. 23 Civil Communications. 23 Military Communications. 23 Amateur Radios. 23 Private/Commercial Communications. 23 Marine and Aeronautical Communications. 23 Citizens Band (CB) 24 THE ICOM 718 High Frequency (HF) general coverage radio 25 The Main Components of a Typical HF Radio Station: 26 Operating Modes 27 SIMPLEX OPERATION 27 DUPLEX OPERATION VIA REPEATER 27 Radio Relay/Rebroadcast 28 Extending Range 28 Linked Repeater System 29 Proper Use of Repeaters. 30 Radio checks, Signal strength and Readability 31 Preliminary Calls 31 OPERATIONAL INFORMATION 33 INCOMING RADIO MESSAGES 33 INCOMING TELEPHONE MESSAGES 34 OUTGOING MESSAGES 34 RECEPTION OF DISTRESS, URGENCY AND SAFETY MESSAGES 35 Sample Message Form 36 Calling Procedures 37 Collective calls and Radio check...
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...October 2006 Table of Content Foreword 4 Part 1 - Introduction to Emergency Preparedness Planning 5 CARE Approach to Emergency Preparedness 5 Measurement of Preparedness 6 Emergency Preparedness and Contingency Planning 6 Emergency Preparedness Planning Steps 8 Writing and Distributing the Plan 8 Monitoring and Updating the Plan 8 Part II – The Written Plan 10 Executive Summary 10 1. Formation of Emergency Response Team 10 2. Information Collection 11 3. Country Office Capacity Inventory 12 3.1. Country Office Organization Chart 13 3.2. Country Office Human Resources 13 3.3. Country Office Physical Resources 13 3.4. Country Office Key Staff Contact Information 13 3.5. RMU, CARE Lead Member, and CARE International Key Contacts 13 3.6. In Country Coordination Mechanisms and Contacts 13 4. Risk Analysis 13 5. Scenario Development 15 5.1. Scenario 1 16 5.1.1. Scenario Description 16 5.1.2. Impact Analysis 16 5.1.3. Identification of Risk Reduction Measures 17 5.1.4. CARE Prevention and Mitigation Measures 19 5.1.5. CARE Response Strategy 19 5.1.5.1. Criteria for Engagement 20 5.1.5.2. Partnership Analysis 20 5.1.5.3. Geographical Focus 21 5.1.5.4. Objectives of CARE Interventions 21 5.1.5.5. Trigger Indicators 21 5.1.5.6. Key Interventions/Actions 22 5.1.5.7. Entry and Exit/Transition Strategy 24 5.1.6. Local Considerations 24 5.1.7. Programming Considerations 24 5.1.7.1. CARE International...
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...Business Risk Management Fukushima Daiichi – Nuclear Disaster Pedro Eza ID number: z3366523 Executive Summary Fukushima crisis management showed system failures from the public and private actors that led to overall human error and opened a continuous debate within international community about holding nuclear plants under public hands rather than private ones whose incentives clearly differ from the public interest: * The Government and regulatory agencies failed to push Tepco to heed several anomalies and warnings causing the operator to be unprepared at an operational risk level evidencing an embarrassing incompetency to make decisions. * Tepco, as this report will prove below, lacked a culture of safety failing to respond effectively to subsequent events after the accident. For all these, the need to build an adequate resilience framework within the nuclear industry covering the main pillars: Crisis Management, Disaster Recovery, Business Continuity and Emergency Management, are paramount within risk management. Case’s Background On March 11, 2011, Japan suffered an earthquake of magnitude 9.0 with an epicenter near...
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...Best Practices In consumer goods Industry in S&D Incentives scheme should be considered Sales Person & Channel Incentives No. of Accounts and sales expected to actual sales Innovative changes to the traditional retail supply chain have been made in attempts to increase the velocity of products through the supply chain and increase the accuracy of inventory management. Crossdocking and distribution center (DC) bypass are two initiatives to increase product velocity. Crossdocking is a process where products flow through facilities designed to consolidate or deconsolidate inbound shipments and re-route them for outbound transportation. Products are not kept in inventory. In a DC bypass process, vendor shipments are made directly to retailers without being stored within a DC. The DC bypass is also referred to as a direct-to store process. Both practices decrease the lead time of delivering orders to the retailer. Sales & Marketing Dept. integration can help better forecast and planning. Happened with IBM. Helps develop link between the marketing spending and actual sales happening, so Sales could see the value of marketing efforts, Marketing’s new product announcements often came be timed when Sales are prepared to capitalize on them. Across India, Reliance Retail serves over 2.5 million customers every week. Its loyalty programme, "Reliance One", has the patronage of more than 6.75 million customers What Value Does Sales Add? To be effective, sales must add...
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...Claims – Dec 2005 Exam Section A – Multiple-Choice Questions 1. (A)(1-3) To gain an understanding of a company’s commitment to it’s clients, the mission statement is a good place to start. It underpins the philosophy the claims department will embrace for handling claims. It often focuses on the company’s core strengths, values, or culture, and could specifically articulate an approach towards handling claims. The promises made in brochures and other advertising material to promote the sale of policies should also correspond. 2. (D)(1-9) Methods used to evaluate claims handlers performance include: • reviewing all files closed by new loss adjusters to assess procedural and process issues as well as technical claims handling • a claims audit, internal or external, could assess various aspects of identified claims handling issues • policyholders could be surveyed to assess customer service issues 3. (B)(1-11) Specialists deal with one type of claim or one line of business. Loss adjusters who specialize in the more complex areas of claims handling tend to have a broad base of experience in which their work is grounded, because at the beginning of their careers they would have handled a wide variety of claims. 4. (A)(1-26) Timing issues may be artificial. Urgency can easily be confused with emotionalism. 5. (D)(2-6) When assigning claims to independent or staff adjusters, most insurers will organize their claims departments to include...
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...Occasional Paper 5 The Recovery of Trust: Case studies of organisational failures and trust repair BY GRAHAM DIETZ AND NICOLE GILLESPIE Published by the Institute of Business Ethics Occasional Paper 5 Authors Dr Graham Dietz is a Senior Lecturer in Human Resource Management and Organisational Behaviour at Durham University, UK. His research focuses on trust repair after organisational failures, as well as trust-building across cultures. Together with his co-author on this report, his most recent co-edited book is Organizational Trust: A cultural perspective (Cambridge University Press). Dr Nicole Gillespie is a Senior Lecturer in Management at the University of Queensland, Australia. Her research focuses on building, repairing and measuring trust in organisations and across cultural and professional boundaries. In addition, Nicole researches in the areas of leadership, teams and employee engagement. Acknowledgements The authors would like to thank the contact persons in the featured organisations for their comments on an earlier draft of this Paper. The IBE is particularly grateful to Severn Trent and BAE Systems for their support of this project. All rights reserved. To reproduce or transmit this book in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, please obtain prior permission in writing from the publisher. The Recovery of Trust: Case studies...
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...Occasional Paper 5 The Recovery of Trust: Case studies of organisational failures and trust repair BY GRAHAM DIETZ AND NICOLE GILLESPIE Published by the Institute of Business Ethics Occasional Paper 5 Authors Dr Graham Dietz is a Senior Lecturer in Human Resource Management and Organisational Behaviour at Durham University, UK. His research focuses on trust repair after organisational failures, as well as trust-building across cultures. Together with his co-author on this report, his most recent co-edited book is Organizational Trust: A cultural perspective (Cambridge University Press). Dr Nicole Gillespie is a Senior Lecturer in Management at the University of Queensland, Australia. Her research focuses on building, repairing and measuring trust in organisations and across cultural and professional boundaries. In addition, Nicole researches in the areas of leadership, teams and employee engagement. Acknowledgements The authors would like to thank the contact persons in the featured organisations for their comments on an earlier draft of this Paper. The IBE is particularly grateful to Severn Trent and BAE Systems for their support of this project. All rights reserved. To reproduce or transmit this book in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, please obtain prior permission in writing from the publisher. The Recovery of Trust: Case studies of organisational...
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