fifth information systems international conference 2019 H e a l t h M e d i c a l
I have a question that need to be answer and I listed three different answer all you need is just paraphrase one really good answer
You are most likely aware of several disaster simulation modes. In BC, however, there needs to be certain considerations before a good test of the system is conducted. In your view, what are some considerations involving the “business community” that should be considered before adopting something like the “Five-Stage Growth Plan” that is discussed on page 237? Your author talks about it in previous pages. Now you are charged with implementing the system; what would be your first actions?
The most significant importance of exercising business continuity plans is to ensure incident management, coordination, and control measures in the recovery process. Fani and Subriadi (2019) state that risks within businesses may erupt as disruptions of daily operations in both internal (utility and human disruptions) and external (malware or natural disaster) forms. Hence, a good test of the system is appropriate to the point that business operations’ continuity will be guaranteed if the actual disaster recovery plan works correctly. In this sense, the workability of the disaster control systems should be reliable in terms of performance and the results. Therefore, simulation tests are worth consideration in ensuring business continuity. The stage growth plan is a workable business continuity plan, but there are circumstances within the business that may not allow implementation. Thus, before considering the five-stage growth plan, I would consider the business continuity skills required to implement different disaster recovery plans. For instance, risk evaluation and management are competencies that employees should exhibit. In this case, such skills enable an individual to identify and analyze internal and external events that may endanger a business’s continuity. Secondly, I would consider such skills as emergency response and operational techniques that show the readiness of an individual in case of disaster.
As a manager tasked with implementing the five-stage growth plan of my organization, my first action would be to familiarize other members concerning the organizational changes about to happen. Members should be aware that training is a crucial business continuity tool that they need to embrace. Alongside familiarizing members of the impending changes, it would be essential to introduce them to the training program that would lead to such changes. Most profoundly is the communication process at the initial stages of the training program. Zafar & Naveed (2014) observe that lack of communication raises resistance during the start and implementation of new programs within organizations. Hence, my initial priority would be to train members on the five-stage growth plan with proper and constant communication. This would also ensure their safety while executing business continuity plans in daily transactions.
Burtles, J. (2016). Principles and Practice of Business Continuity: Tools and Techniques Second Edition. Rothstein Publishing
Fani, S.V. & Subriadi, A.P. (2019). Business Continuity Plan: Examining of Multi-Usable Framework. The Fifth Information Systems International Conference 2019.
Zafar, F. & Naveed, K. (2014). Organizational Change and Dealing with Employees Resistance. International Journal of Management Excellence Volume 2 No. 3.
In the business community, I think it’s safe to assume that the employees that would serve on the emergency preparedness committee aren’t likely to have a background in emergency management or business continuity planning. In implementing the five stage growth plan, I’m going to first give those employees a decent overview of EM and BC so they understand the process, why it happens, why there are exercises, etc. During this process, I’d be looking for the employees who are really interested in the process, as well as those who aren’t as interested. Making these observations assists in the decision making as to who serves in what capacity. Just because someone isn’t quite as interested wouldn’t mean they’d be replaced by someone else, but it would require more thought to find a role where they would be a good fit and could best apply their skill set and ideas. When implementing the growth plan, I’d be looking for a good understanding at each step of the process. I wouldn’t want to rush through the plan or move on to another stage if everyone didn’t understand the previous step. Again, I’d be very aware of participant’s backgrounds and what they’re bringing to the table to make sure that I create an atmosphere where everyone can thrive as part of the BC team.
Burtles, J. (2016). Principles and Practice of Business Continuity : Tools and Techniques (2nd ed). Brookfield, CT: Rothstein Publishing.
One of the crucial factors to consider before adopting a BC plan is the business community’s technical environment. According to Burtles and Noakes-Fry (2016), it is crucial to consider whether the plan matches the community’s technical abilities. The technical environment determines the need for training and preparation for different BC software. If members of the business community do not feel confident about the BC program, the chances are that they will not fuse it. It is vital to ensure they have the technical expertise to use the program and the related software.
Another essential factor to consider is resource availability. Before adopting any system, there is a need for training and capacity development. The amount of resources available will influence the type of training activities that an organization will administer. Members of the business community need to have resources, including human resources and other inputs. For instance, there should be people who have experience with the BC plan to help the business community understand it. In case no one has experience with the plan, resources should be available for hiring external consultants.
Communication channels are also important. Before going into the BC plan, one must first assess the available communication plans and strategies. The success of BC plans often depends on the ability of the various stakeholders to communicate effectively. Burtles and Noakes-Fry (2016) insist on the “need to set up a more robust communication network,” emphasizing the role of efficient communication in implementing BC plans (p. 230). The communication structure includes looking at how the business communities communicate with each other, emergency services, and the outside world.
When implementing a BC plan, the first thing I will do is to meet the team and go over the plan again. This step is crucial in ensuring that everyone understands the plan and is willing to follow it. Meeting up with the team is also crucial for confirming that the available communication plans will work. After the debriefing meeting, the next step is to review the system in light of the crisis. The second step will help in checking the suitability of the system in addressing the crisis. Essentially, the first thing to do is to get everyone in order, communicate the system’s plan and objectives, and establish how the system addresses the crisis.
Burtles, J., & Noakes-Fry, K. (2016). Principles and Practice of Business Continuity: Tools and Techniques Second Edition. Rothstein Publishing.
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