...literary review 6 4.1 The current DFB arrangements for dealing with flooding 7 4.2 Business Continuity Management 7 4.3 Business Impact Analysis: 8 4.4 Enhancing Organisational Response Capacity 9 4.5 Building resilient communities 11 4.6 New Dimensions Programme 11 4.7 2007 Flooding & HVP’s 12 4.7.1 Qualitative assessment of HVPs in 2007 flooding: 12 4.7.2 Quantitative assessment of HVPs in 2007 flooding 13 5.0 Research Design and Methodology 13 6.0 Time Scale 14 7.0 Potential problems 14 8.0 Intended Outcomes 15 9.0 Bibliography 15 Appendix A. Letter to the Office of the Chief Fire Officer. 17 1.0 Proposed Research Question: A review of the current arrangements for dealing with major flooding incidents in Dublin, and suggested improvements that enhance both organisational response capacity and community resilience for such events. 1.1 Rationale for study Recent events have exposed vulnerabilities around the Dublin Fire Brigade’s (DFB’s) ability to maintain business continuity whilst conducting major flooding incident operations. Enhanced preparedness, better public and community engagement, and specialised asset acquisition will be examined as methods of increasing organisational resilience, whilst keeping the most vulnerable people within the affected communities safer. A report by the Dublin Assistant City Manager into the recent 2011 flooding incident highlights these challenges. It states that, ‘it was not possible to respond to all requests...
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...was what would we do on the Monday morning when we had to supposedly return to the office and recommence business. What caused this issue to arise and why is it important? B) Causes Identify the importance of the Causes to the organisation concerned. What Caused these Issues to arise? The reasons underlying the Issues will be explicit in the Causes identified. The earthquake in the afternoon of March 11 was, although it struck 520 kilometers from Tokyo, it was an extremely strong one for us in Tokyo. The buildings shook severely two or three times, and then many, many times thereafter because of the aftershocks. On at least two occasions we had to go under our desks with our helmets on and literally hold on to the legs of the tables. It was that strong. The earthquake knocked out a lot of the power system, and as a result the trains were not able to function normally, and because there was not enough power as well, things like traffic lights, lights in buildings, etc., all these things were affected. There were many unknowns such as what damage there really was in the Tokyo area, for how long would trains not be running, would there be adequate food in two or three days time, what was going to happen with fuel supply, because when we were watching on television, one of the spectacular scenes we saw was a gas terminus on fire in the Tokyo Bay area, so we had a lack of information, and as a result there were many many uncertainties. We did not know if we could go home that...
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...EXPRESSION OF INTEREST FORM | Temporary Superintendent – Futures Programme / Early Action Public Service Lancashire2014 | | Please confirm your current rank | Chief Inspector | SECTION 1 | PERSONAL DETAILS ABOUT YOU | Title | Ms | Collar Number | 347| Forename(s) |john | Surname | grandi| Preferred Method of Contact | We may need to contact you at short notice. The details you provide below should be accessible and checked every day. Please notify us of any changes to these details as soon as possible. Ensure that any hyphens or underscores in your email address are easily distinguishable. Your email address will be used for all correspondence. | Mobile Number | | Landline (Monday-Friday) | | Home Telephone | As above | Other (i.e. Work) | | Email Address | johngrandi@lancashire.pnn.police.uk | Preferred Email Address | As Above | The preferred email address you provide will be our main method of contacting you. | Disability | The Equality Act 2010 makes it unlawful to discriminate against a disabled person in all areas of employment, including recruitment. The Police Service welcomes people with disabilities and will do its best to make adjustments to the working arrangements and/or the working environment provided it is reasonable in all the circumstances to do so. | Do you have a disability you wish us to know about at this stage? | No | Dates Not Available for Interview | | SECTION 2 |...
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...Segment: Financial Services Programme Start Date: September 2012 Futurus Background: The Futurus Programme is the key graduate entry career development programme within the Bank of Ireland Group. The objective is to enhance graduate entrants’ technical and personal skills through a structured and supportive programme which will strengthen our future senior leadership talent pipeline. It is aimed at high calibre graduates and provides a comprehensive, consistent and integrated programme which will support the development of a broad group mindset and rounded skill set in all graduates. Participants are given a combined opportunity to develop both specialist skills and personal development. These skills will equip graduates to develop their careers and challenge for significant roles in the future. Vacancies available in: Retail Division Ireland & UK Group Supports (HR, Finance, Credit & Market Risk, Audit) Corporate & Treasury Division Vacancy Locations: Ireland & UK Minimum Requirements: Relevant Primary Degree at 2:1 Level or Masters Degree (Expected or Achieved) Desirable Degree Specialism: Finance, Mathematics, Engineering, Actuarial, Quantitative Studies, Arts (e.g. Business, Economics or Finance), Science, Computer Science Essential Requirements: Strong Customer Focus Demonstrate Initiative and Flexibility Intellectual agility and a willingness to challenge the status quo ...
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...McGraw-Hill, 2005, pp. 215-223. Linking Corporate Strategy and HR Strategy Rishikesha T. Krishnan Associate Professor of Corporate Strategy Indian Institute of Management Bangalore Recognition of the link between corporate and business strategies and strategies related to the people function is not new. McKinsey’s 7-S framework that emphasised the need for the alignment of seven organisational variables (superordinate goals, strategy, structure, systems, staff, skills, and style) for organisational effectiveness is about twenty years old. But, during this time, the importance of people to organisational success has, if anything, only multiplied as businesses have become more knowledge- and technology-driven. As a result, even strategy gurus, who typically talk about esoteric topics like transnational corporations and integrated networks, today emphasise the importance of the “individualised corporation”. 1 In this paper, we attempt to integrate multiple perspectives on the links between corporate strategy and human resources strategy with the objective of giving HR professionals working within an organisational context some pointers on how they can contribute to better integration of corporate and business strategy with HR strategy. Corporate and Business Strategy Corporate strategy refers to decisions on what business to enter, what businesses to retain in the portfolio and those to exit from. It specifically directs attention at how the corporate office can add value to the diverse...
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...McGraw-Hill, 2005, pp. 215-223. Linking Corporate Strategy and HR Strategy Rishikesha T. Krishnan Associate Professor of Corporate Strategy Indian Institute of Management Bangalore Recognition of the link between corporate and business strategies and strategies related to the people function is not new. McKinsey’s 7-S framework that emphasised the need for the alignment of seven organisational variables (superordinate goals, strategy, structure, systems, staff, skills, and style) for organisational effectiveness is about twenty years old. But, during this time, the importance of people to organisational success has, if anything, only multiplied as businesses have become more knowledge- and technology-driven. As a result, even strategy gurus, who typically talk about esoteric topics like transnational corporations and integrated networks, today emphasise the importance of the “individualised corporation”. 1 In this paper, we attempt to integrate multiple perspectives on the links between corporate strategy and human resources strategy with the objective of giving HR professionals working within an organisational context some pointers on how they can contribute to better integration of corporate and business strategy with HR strategy. Corporate and Business Strategy Corporate strategy refers to decisions on what business to enter, what businesses to retain in the portfolio and those to exit from. It specifically directs attention at how the corporate office can add value to the diverse...
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...A new approach to assessing leadership dimensions, styles and context An Article published in Competency & Emotional Intelligence Quarterly, Winter 2003. The new Leadership Dimensions Questionnaire brings together the latest thinking on competencies, emotional intelligence and intellectual ability; its authors, Victor Dulewicz and Malcolm Higgs, explain their research process and the ways in which the LDQ can be applied. INTRODUCTION A new model of leadership It has been estimated that, in 1999 alone, more than 2,000 books were published on the topic of leadership. A recent search on the Library of Congress database revealed in excess of 8,000 books on the subject. Higgs (2002) conducted a wide-ranging review of the development in thinking on the nature of effective leadership. In particular, he looked at the literature from a “sense-making” rather than discovery perspective (Weick, 1995). One part of a pattern to emerge from his review is that the personality of the leader is a determinant of their effectiveness (eg, Hogan and Hogan, 2001; Collins, 2001). The second element of the overall pattern is that effective leaders differ from each other through the exercise of a relatively small range of skill or competence areas (eg, Kouzes and Posner, 1998; Goffee and Jones, 2000; Higgs and Rowland, 2001; Hogan and Hogan, 2001). The way in which these skills and competencies are exercised is not prescribed, but is the function of the underlying personality of the...
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...such as Corporate Governance, Information Assurance, Business Continuity, Reputation Management and Crisis Management. The problem is security departments now have more responsibilities in an increasingly complex and fast moving world. Security Risk management is no longer an activity just for companies who work in high-risk areas or with exposure to significant security threats. Therefore, security is no longer viewed as a stand-alone activity but as part of a number of disciplines; including Enterprise Risk Management, Business Continuity Management, Reputation Management, Crisis Management, Disaster Recovery and Emergency Management Planning. The types of changes that may be integrated using these disciplines will create significant resilience or...
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...Emergency services at scene http://www.orsgroup.com/wp-content/uploads/2014/05/emergency-services-banner.jpg Some examples of these are the use of the voluntary sector not just being regarded, but also being given a role to play in emergencies, statutory or not with regard being given to the original reason they are not currently included. There could amendments made to identify “safe supporting roles” in which to use willing civilian bystanders providing extra manpower and releasing pressure in the response ( Dynes 1994, Drabek 1986). Emergency planning in the UK: a unique perspective. Part A) Nature of Emergencies Joshua ST.Lyon 1370 Words The 1953 floods are an early example of a response under the Civil Defence Act (1948). The response for this event was not effectively backed by the Civil Defence Act (1948) which did not provide many statutory responsibilities. The local authorities could only carry out normal peacetime activities, not those associated with a state of emergency (Grieve 1959). The response from the services for this event was chaotic as work carried out was not done with thought as to whose function it was. The agencies were overwhelmed by the scale of the incident and the remoteness of the locations cut off by flooding (Delderfield and Carnegie 1969, Grieve 1959). The nature of this incident and similar ones of the day was very much one of miscommunication or lack thereof, an underprepared and equipped set of emergency services and a reliance...
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...Introduction Leadership management and NLP Mastering self-awareness, and in order to become an extraordinary communicator, the leaders create the attributes of great self-awareness, resourcefulness, flexibility in behaviour and effectiveness, which all together develop their innate resilience. All this is necessary to establish a clear thinking, focused mind, personal grooming, and behavioural psychology and NLP can be applied here. According to Tosey (2008) neurolinguistic programing means a systematic linkage between an individual’s mental internal experience (also referred as ‘neuro’), language (‘linguistic’) and the patterns of behaviour (‘programming’). According to Walker (2004), this can further be distributed into three components, including: • Neuro: based on the neurology of feeling and thinking • Linguistic: usage of language to persuade or influence others and ourselves • Programming: guidelines on how to achieve the set goals Self-awareness on the other hand is the ability to know, understand and assess our own self, specifically the flow of our feelings, implicit weaknesses, latent talent which is not yet groomed by us and the areas of our life, which require attention and change. We also need to evaluate if we are guided by our moral values, or some kind of conditioning has been shaping us. Likewise, we also need to examine if our thoughts and actions are in compliance with the principles and beliefs we possess in mind. The ability to self-awareness is one...
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...Appendix 1: Literature Review Report to the Department of Education, Employment and Workplace Relations Scoping study into approaches to student wellbeing Literature Review PRN 18219 July 2008 Erebus International Australian Catholic University Table of Contents Appendix 1: Literature Review 1 Table of Contents 2 Executive Summary 4 Section 1: Project Overview 4 Section 2: What is Student Wellbeing? 5 Section 3: The Outcomes of Student Wellbeing and its Pathways 6 1. Physical and Emotional Safety 6 2. Pro-social values 7 3. A supportive and caring school community 7 4. Social and Emotional Learning 7 5. A Strengths-based Approach 8 6. A sense of Meaning and Purpose 8 7. A Healthy Lifestyle 9 Section 4: International Focus on Student Wellbeing 9 Section 5: Student Wellbeing in the Australian Educational Context 9 5.1: Australian Government National Frameworks in Education 9 5.2 Report on the of the Responses of State and territory and non-government education authorities to the Concept of a National Student Wellbeing Framework 11 5.3 Student Wellbeing in State and Territory Curriculum and Policy Documents 11 Section 6: Whole School Approaches to Student Wellbeing: Issues of School Leadership, Implementation and Sustainability of Student Wellbeing Initiatives 12 Section 1: Project Overview 13 1.1 Introduction 13 1.2 Project Objectives 13 1.3 Methodology 14 Section 2: Student Wellbeing and its Pathways 16 2.1 What is Student Wellbeing...
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...Assignment/Project Front Sheet |CIM/CAM Membership | | |Number | | | | |Unit Title |Market Leadership and Planning | | | |Level/Award |Charted Postgraduate Diploma in Marketing | | | |Accredited Study Centre |Strategy | By submitting this assessment I confirm that I understand and abide by the CIM’s plagiarism and collusion regulation. (Optional) I hereby give consent for my assignment/project, if accepted, to be available for CIM use in relation to dissemination of best practice and, or, other appropriate purposes. It is on the understanding...
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...Corporate Strategy Analysis: General Electric Co. (1981–present) Stanislav Bucifal Australian National University July 2009 Corporate Strategy Analysis: General Electric Co. (1981–present) Stanislav Bucifal Introduction The General Electric Company (GE) is widely regarded as one of the world’s most successful corporations of the 20th century. This paper aims to critically analyse the corporate strategy of GE during the period from 1981 to present under the leadership of two very different but equally influential CEOs—Jack Welch and Jeff Immelt. The essay is organised in four sections. The first section describes GE’s corporate strategy from 1981 to 2001 with Jack Welch as CEO, followed immediately by a critical analysis of Welch’s strategic approach in the second section. The third section then describes GE’s corporate strategy from 2001 to present with Jeff Immelt as CEO, followed again by a critical analysis of Immelt’s strategic approach in section four. 1. The Jack Welch period (1981–2001) When Jack Welch took up his post as GE’s CEO in 1981 he embarked on a radical transformation of GE’s strategy, ushering in a new era of performance management and internal efficiency. Welch’s profit guidance aimed for earnings growth of 1.5 times to double of the GDP growth rate and his management philosophy found its articulation in GE’s slogan—Speed, Simplicity, Self-Confidence (GE 1995). These values would reflect not only in the organisation’s systems and processes...
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...Copyright © Oxford Management Publishing 2009 Corporate Strategy Analysis: General Electric Co. (1981–2008) – A Case Study Stanislav Bucifal Introduction The General Electric Company (GE) is widely regarded as one of the world’s most successful corporations of the 20th century. This paper aims to analyse critically the corporate strategy of GE during the period from 1981 to 2008 under the leadership of two very different but equally influential CEOs—Jack Welch and Jeff Immelt. The paper is organised in four sections. The first section describes GE’s corporate strategy from 1981 to 2001 with Jack Welch as CEO, followed immediately by a critical analysis of Welch’s strategic approach in the second section. The third section then describes GE’s corporate strategy from 2001 to 2008 with Jeff Immelt as CEO, followed again by a critical analysis of Immelt’s strategic approach in section four. Keywords: General Electric, Corporate strategy, Leadership, CEOs. 1. The Jack Welch Period (1981–2001) When Jack Welch took up his post as GE’s CEO in 1981 he embarked on a radical transformation of GE’s strategy, ushering in a new era of performance management and internal efficiency. Welch’s profit guidance aimed for earnings growth of 1.5 times to double of the GDP growth rate and his management philosophy found its articulation in GE’s slogan—Speed, Simplicity, Self-Confidence (GE 1995). These values would reflect not only in the organisation’s systems and processes but also in GE’s...
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...Reflection Organisational legitimacy, capacity and capacity development Mobilising against hunger and for life: An analysis of Derick W. Brinkerhoff capacity and change in a Brazilian network John Saxby Pretoria, South Africa Discussion paper No 58A June 2005 European Centre for Development Policy Management Centre européen de gestion des politiques de développement Study of Capacity, Change and Performance Notes on the methodology The lack of capacity in low-income countries is one of the main constraints to achieving the Millennium Development Goals. Even practitioners confess to having only a limited understanding of how capacity actually develops. In 2002, the chair of Govnet, the Network on Governance and Capacity Development of the OECD, asked the European Centre for Development Policy Management (ECDPM) in Maastricht, the Netherlands to undertake a study of how organisations and systems, mainly in developing countries, have succeeded in building their capacity and improving performance. The resulting study focuses on the endogenous process of capacity development - the process of change from the perspective of those undergoing the change. The study examines the factors that encourage it, how it differs from one context to another, and why efforts to develop capacity have been more successful in some contexts than in others. The study consists of about 20 field cases carried out according to a methodological framework with seven components, as follows:...
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