The process of identifying, treating, and, evaluating risk can be applied to enhance the success of new projects, assist organizations in accomplishing their objectives, and to ensure continued service should a crisis occur. It is a process that is influenced by the specific cultural, political, economic, and social circumstances of the country.
The nature of risk is always changing. Emerging risks are phenomena whose effects and nature cannot even be guessed at in term of loss within a specified time period. And emerging risks have significant impacts. Five large and serious threats have been identified: technological accidents, natural disasters, terrorism-related risk, food safety, and infectious diseases. The OECD proposes four critical contexts that are related to management of emerging risks:
In this training course learn how to make the best use of the below Crisis Management Relational Model. This model will allow leaders and decision makers to engage in pre-crisis management, crisis management, and post crisis assessment.
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Crisis Leadership
A study findings in 2006 showed that sixty-nine percent of organizations implemented a crisis plan in response to events affecting operations. Of this, only forty-seven percent fully implemented their plans, while the remaining fifty-three percent implemented elements of their plans. On organizations with no crisis plan, only forty-six percent began to develop one. Forty-two percent take no action. Fifty-four percent of respondents stated senior management does not consider crisis plans a priority.
Now consider combing resources, technology, and processes, know as enterprise resource planning (ERP) in a cosmopolitan country demands high level of different operations. ERP creates crisis, an impending decisive change with possible undesirable outcomes due to situations reaching a critical phase. Crisis within ERPs are real and progressive, requiring management to negotiation. Leadership communication provides positive results, expanding knowledge, confidence, and support.
In this training course learn how to build a progressive organization and risk management procedures around potentially similar events to ensure it doesn't happen again.
The topics that shall be discussed are but not limited to:
Managing the unexpected
Expecting the unexpected is the name of the game however, there are situations which their anticipation is difficult. Crisis management is a vivid part of strategic management. It is divided into four categories: Conventional crises, unexpected crises, intractable crises, and fundamental crises.
Learn in this course how to enhance flexibility of management and reliability, gain trust of the public, define organizational objectives in crisis times, and facilitate an organisation's decision-making process.
The topics that shall be discussed are but not limited to:
