SHE Level 3
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code M3N325619
Module Leader Josephine Adekola
School Glasgow School for Business and Society
Subject Risk
  • B (January start)

Summary of Content

The module examines Business Continuity Management (BCM) from both strategic and operational perspectives. The module will examine the stages of the continuity management process and the strategies that are employed when an organisation faces a crisis situation. Through the use of case studies, the module will demonstrate how to undertake an analysis of the business environment, prepare analytical frameworks, implement BCM and ensure that a process of regular monitoring takes place. Finally the module will explore strategies for managing a crisis, including crisis communication.


The development of BCM: from an IT focus to a holistic management toolKey business drivers for business continuity management The relationship between BCM, legislation and regulation The development of BCM standards Initiating and planning for BCM Conducting a business impact analysis The Business Impact Analysis: Significance, processes and methods Developing effective Business Continuity Plans to assist response to disruption Developing a business continuity plan Techniques for embedding BCM Testing and exercising strategies Crisis management theory Decision making in a crisis Crisis communication

Learning Outcomes

On successful completion of this module, the student should be able to:1. Critically appraise the drivers for business continuity management2. Explore and discuss the stages of business continuity management3. Develop an in depth understanding of the processes involved in implementation of effective business continuity management including Business Impact Analysis (BIA) 4. Analyse the factors involved in effective crisis management and crisis communication5. Critically analyse the use of business continuity management across different industry sectors, geographical areas and organisational contexts.

Teaching / Learning Strategy

The learning outcomes for this module are based upon lectures which provide students with the essential knowledge of the key topic areas. These are supplemented by tutorials, which allow the application and deeper discussion of these topic areas. GSBS will continue to use the advancement of GCU Learn as a blended learning tool through its teaching and learning as well as through engagement with students. GSBS will ensure that all modules are GCU Learn enabled and with the support of the Learning Technologists at the cutting edge of development of online materials. Academic staff and the Learning Technologists will continue to work together to develop and operate all modules on GCULearn to ensure student support and information sharing. Students are provided with formative and summative feedback via a variety of mechanisms. Feedback on coursework is provided within 3 working weeks of submission.

Indicative Reading

Core Text: Elliott, D., Swartz, E., Herbane, B. (2010) Business Continuity Management, London: Routledge THIS BOOK IS AVAILABLE AS AN ELECTRONIC RESOURCE Recommended Reading: Blythe, M (2009) Business Continuity Management: Building an Effective Incident Management Plan, New Jersey: John Wiley & Sons THIS BOOK IS AVAILABLE AS AN ELECTRONIC RESOURCE Coombs, W.T, (2014) Applied Crisis Communicaton and Crisis Management, USA: Sage Coombs, W.T, (2014) Ongoing Crisis Communicaton, USA: Sage Correia, D (2013) Business Continuity, US: Elsevier Security Executive Council Crandall, W.R, Parnell, J.A, Spillan, J.E, (2014) Crisis Management: Leading in the New Strategy Landscape, USA: Sage Fink, S., (2002), Crisis Management Planning for the Inevitable, Lincoln: Universe Inc. Harrison, S., (1999), Disaster and the Media Managing Crisis Communications, Hampshire: MacMillan Press Ltd Hiles, A. (2015), The Definitive Handbook of Business Continuity Management, New York: John Wiley & Sons Inc THIS BOOK IS AVAILABLE AS AN ELECTRONIC RESOURCE Hiles, A. (2014) Business Continuity Management: Global Best Practices, 4th Edition, Rothstein Associates Regester, M. & Larkin, J., 2002, Risk Issues and Crisis Management A Casebook of Best Practice, London: Kogan Page Limited THIS BOOK IS AVAILABLE AS AN ELECTRONIC RESOURCE Seymour, M. & Moore, S., 2000, Effective Crisis Management Worldwide Principles and Practice, London: Continuum Smith, D & Elliot, D., (2006) Key Readings in Crisis Management, London: Routledge Journals (Available Electronically): Disasters (The Journal of Disaster Studies and Management) Disaster Prevention and Management Strategic Risk Business Continuity Journal Journal of Business Continuity and Emergency Planning Internet sites: Business Continuity Institute <> The Emergency Planning Society <> Continuity Central <> The Continuity Forum <> Scottish Continuity Group <> Federal Emergency Management Associations <>

Transferrable Skills

This module will develop the student's ability to apply academic theory and literature on BCM to different organisational contexts, through the use of relevant case studies and examples referred to throughout the module. Delivery of a scenario exercise by industry professionals will provide further insight into 'real-life' examples and challenging their decision making processes and ability to respond under pressure. Also, students will be required to work in small groups and deliver seminar presentations throughout the module.

Module Structure

Activity Total Hours
Lectures (FT) 24.00
Independent Learning (FT) 134.00
Assessment (FT) 30.00
Seminars (FT) 12.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 01 n/a 50.00 35% Individual essay 2500 words
Course Work 02 n/a 50.00 35% Individual report 2500 words