SHE Level 5
SCQF Credit Points 15.00
ECTS Credit Points 7.50
Module Code MMN224993
Module Leader Jon McNeill
School Glasgow School for Business and Society
Subject Risk
  • B (January start)
  • A (September start)
  • C (May start)

Summary of Content

The module will examine business continuity management (BCM) and crisis management in the context of a wider risk management strategy. Using the BCM lifecycle it will demonstrate how to undertake an analysis of the business environment, prepare analytical frameworks, implement BCM system and ensure that a process of regular monitoring, testing and exercising takes place. The importance of embedding BCM in organisational culture is discussed as a key element of this entire process. This module also examines the implementation of crisis management and communication strategies before and after a crisis event in order to mitigate or soften its impact.


-360b7 Relationship between BCM and risk management b7 Drivers for BCM implementation b7 Regulation, legislation and BCM standards b7 Conducting a business impact analysis b7 Developing a BCP b7 Management of change: embedding BCM b7 Operational management: from testing to incidents b7 Organisational crises and their source b7 Strategies for crisis management b7 Crisis management teams: risk perception and decision making in a crisis b7 Crisis communication strategies The syllabus is placed in the context of current risk issues throughout delivery, for example those highlighted in the WEF's annual global risk report including cyber and technology risk, climate change, terrorism, political risk, and many others.

Learning Outcomes

On successful completion of this module, the student should be able to:1. Discuss and critically appraise the drivers for BCM2. Examine, define and evaluate the stages of the BCM lifecycle according to relevant industry standards3. Critically evaluate the relationship between organisational culture and BCM4. Critically discuss crisis management and communication strategies and frameworks in the context of real world events

Teaching / Learning Strategy

-2724 The programme is focused on the development of both theoretical and practical business skills, and aims to engage students in analysis, research and discussion of contemporary, real life issues. The teaching and learning strategy aims to embed these attributes. All of the modules will be delivered on a campus-based and distance learning mode. -2724 For campus-based students, face to face contact involves three hours of class contact per week: normally a 2 hour lecture and 1 hour seminar. Lectures will be used to highlight the key issues in a specific topic and point the way towards relevant journal articles and other appropriate literature. Students will be then expected to prepare for following week's lectures on each topic by engaging in literature searches, undertaking relevant reading and preparing responses to questions. The lectures will adopt a variety of teaching styles including seminar style contributions such as group discussion to enhance intellectual, critical and analytical skills. For more applied topics, students will be required to attempt relevant problem or scenario based questions prior to the lectures taking place, providing the basis for deepening professional skills, knowledge and understanding. Module classes are conducted in workshop format providing a mix of tutor led, student led and group learning. -2724 Distance learning students access the same resources as on-campus. All students are provided with lecture slides, lecture notes and additional reading all of which is available online. GCU Learn is used in this way as a repository, to provide students with essential learning material. It is also used as a platform for student discussion around the weekly seminar topics. Using Padlet, wikis and blogs both on-campus and distance students will have the opportunity to engage with each other and discuss the weekly lecture topics online. In additional Collaborate Ultra is utilised to provide students with synchronous learning opportunities and provide more directed support throughout the module. 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 Texts Hiles, A. (2015), The Definitive Handbook of Business Continuity Management, New York: John Wiley & Sons Inc Additional Reading -2724 Blythe, M (2009) Business Continuity Management: Building an Effective Incident Management Plan, New Jersey: John Wiley & Sons Coombs, W.T, (2014) Applied Crisis Communication and Crisis Management, USA: Sage Coombs, W.T, (2014) Ongoing Crisis Communication, USA: Sage Crandall, W.R, Parnell, J.A, Spillan, J.E, (2014) Crisis Management: Leading in the New Strategy Landscape, USA: Sage Elliott, D., Swartz, E., Herbane, B. (2010) Business Continuity Management, London: Routledge Fink, S., (2002), Crisis Management Planning for the Inevitable, Lincoln: Universe Inc Hiles, A. (2011), The Definitive Handbook of Business Continuity Management, New York: John Wiley & Sons Inc 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

Transferrable Skills

In addition to the attainment of the learning outcomes students will develop personal transferable skills in self-management, report writing, case study analysis, essay writing, problem solving and critical thinking.

Module Structure

Activity Total Hours
Lectures (FT) 24.00
Independent Learning (FT) 84.00
Assessment (FT) 30.00
Seminars (FT) 12.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 01 0.00 30.00 45% Continuous Assessment (online test). Unseen written online MCQ.
Course Work 02 0.00 70.00 45% Case Study - 2,500 words