Crisis Management Planning and Execution

ISBN-13: 9780849322440 / Angielski / Twarda / 2006 / 528 str.

Edward S. Devlin; Devlin S. Devlin

Opis

Identifies a number of crises that threaten to affect a company Demonstrates how problems in the pre-crisis stage are managed to prevent an acute crisis Suggests how the crisis management team should manage the crisis in the post-crisis stage Indicates how to select the crisis management team Crisis management planning refers to the methodology used by executives to respond to and manage a crisis and is an integral part of a business resumptive plan. Crisis Management Planning and Execution explores in detail the concepts of crisis management planning, which involves a number of crises other than physical disaster. The book also teaches the Business Continuity/Business Resumption professional how to get executives to participate in the development of their sections of the Crisis Management Plan. Readers will see and understand a methodology they can use to get their executives to work with the professionals to document their role(s) in managing any crisis that should strike.

Recenzje

“Devlin provides a clear, concise, and complete look at crisis management planning. He imparts his years of experience and knowledge to give us a look at the entire process. He provides us with the ‘how’s,’ the ‘why’s,’ and the ‘why not’s.’ In true Ed Devlin fashion, he tells it like it is.”
—From the foreword by Richard L. Arnold, CBCP,Publisher/Owner of the Disaster Recovery Journal

Spis treści

THE CRISIS MANAGEMENT PLAN – WHAT IS IT?
Introduction
What is a “Crisis?”
Types of Crises.
How Do You Determine which Crises Could Strike Your Company?
Why do Companies Need a Crisis Management Plan?
Preventing a Crisis from Occurring
Summary
THE BUSINESS CONTINUITY PLAN – WHAT IS IT?

Introduction

The Prevention Element – Introduction
The Emergency Response Plans in the BCP
The Business Resumption Plans in the BCP
History & Evolution of the BCP
Summary
STAGES OF A CRISIS
Outline
Overview – Introduction
The Pre-Crisis Stage
The Acute-Crisis Stage
The Post-Crisis Stage
Summary
STEPS IN MANAGING A CRISIS
Overview
Take Charge Quickly
Establish the Facts
Tell Your Story
Fix the Problem
Summary

THE EXECUTIVE MANAGEMENT TEAM

Introduction

Role - During the Pre-Crisis
Role - During the Acute Crisis
Role - During the Post-Crisis
Summary
Appendices
THE CRISIS MANAGEMENT TEAM
Overview
Who are the Members of the CMT?
Situation – New Crisis – New Circumstances
How will the Members of the CMT Perform their Crisis Management Activities Identified in the Service Level Agreement - If Their Offices are Affected?
Value of Exercising – the Crisis Management Team
Role in Documenting the CMT Service Level Agreement
Summary
THE CRISIS COMMUNICATIONS TEAM
Overview
What is a Crisis Communications Plan?
Why does an Organization Need a Crisis Communications Plan?
Establish a Clearly Defined “Crisis Communications” Policy.
Who are the Members of the Crisis Communications Team?
Preparing the Spokesperson Work with the News Media?
Summary
DEVELOPING THE CRISIS MANAGEMENT PLAN
Outline
Role of the BCP Professional
Methodology to Assist the CMT Members to Develop & Document the CMP
Does Having a Documented Plan Guarantee Success?
Summary

CRISIS MANAGEMENT TEAM – COMMAND CENTER

What is the Command Center
Key Functions
C.M.T. Command Center – Considerations
Locations
Justifying a Dedicated Command Center is a “Sore Thumb”
Resources Needed
The Y2K Crisis Management Command Center
Planning Extension
Summary
EXERCISING THE CRISIS MANAGEMENT PLAN           Overview                                                                                       Clarification of Terms                                                                    Exercise Responsibilities of the Crisis Management Administrator                     Planning the Exercise                                                                    Performing the Exercise                                                                    Value of Exercise                                                                               Lessons from Other Organizations Experiences
Summary

O autorze

Edward S. Devlin