BUSINESS CONTINUITY & CRISIS MANAGEMENT

SHE Level 5
SCQF Credit Points 4.00
ECTS Credit Points 2.00
Module Code MMNY24896
Module Leader n/a
School School of Computing, Engineering and Built Environment
Subject GCU New York
Trimesters
  • A (September start)
  • B (January start)
  • C (May start)

Summary of Content

The module takes a strategic approach to the issue of Business Continuity Management (BCM). This module will examine the relationship between risk management and business continuity management, examining the key drivers for BCM including its historical development. The module will look in detail at each of the stages of implementing a BCM system in the context of relevant industry standards. Finally the module will consider the strategies employed when an organisation faces a crisis situation.

Syllabus

The historical development of BCM Regulatory and legislative context Development of industry standards Initiating BCM Business Impact Analysis Management of change and organisational culture: embedding business continuity management Developing the business continuity plan Operational management and maintenance: from testing to incidents Strategies for BCM implementation Relationship between risk management and BCM. Case studies will be used throughout the syllabus to illustrate the use of BCM in different industry sectors, both SME's and MNC's in the global business environment.

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 liefstyle according to relevant industry standards3. Apply theory of change management to the process of implementing a BCM system4. Evaluate the relationship between organisational culture and BCM5. Analyse the factors involved in effective crisis management6. Critically evalaute the use of BCM as part of the wider enterprise risk management strategy7. Critically comment on the role of BCM in the context of different industry sectors, geographical areas and organisational size

Teaching / Learning Strategy

The lectures will be supported by a programme of directed reading and structured exercises. In addition some guest speakers will be used to enhance the knowledge base of the students. The teaching strategy encourages the students to question, debate and critically analyse current issues relating to Business Continuity Management. 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.

Indicative Reading

Core Text: Hiles, A. (2011), The Definitive Handbook of Business Continuity Management , New York: John Wiley & Sons Inc THIS BOOK IS AVAILABLE AS AN ELECTRONIC RESOURCE Recommended Reading: Barnes, J.C., 2001, A Guide to Business Continuity Planning , New York: John Wiley & Sons Inc. 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 Elliott, D., Swartz, E., Herbane, B. (2010) Business Continuity Management 2 nd Edition: a crisis management approach , London: Routledge THIS BOOK IS AVAILABLE AS AN ELECTRONIC RESOURCE 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 Harvard Business Review on Crisis Management (The Harvard Business Review Paperback Series ), (2000) Boston: Harvard Business School Press Hiles, A. (2008), The Definitive Handbook of Business Continuity Management , New York: John Wiley & Sons Inc Laye, J., 2002, Avoiding Disaster How to Keep Your Business Going When Catastrophe Strikes , Hoboken: John Wiley & Sons Inc Mitroff, I.I. & Anagnos, G., 2000, Managing Crises Before They Happen What Every Executive and Manager Needs to Know About Crisis Management , New York: AMACOM Regester, M. & Larkin, J., 2002 , Risk Issues and Crisis Management A Casebook of Best Practice , London: Kogan Page Limited 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 www.thebci.org <http://www.thebci.org> The Emergency Planning Society www.emergplansoc.org <http://www.emergplansoc.org> Continuity Central www.continuitycentral.com <http://www.continuitycentral.com> The Continuity Forum www.continuityforum.org <http://www.continuityforum.org> Scottish Continuity Group www.scottishcontinuitygroup.com <http://www.scottishcontinuitygroup.com> Federal Emergency Management Associations <http://www.fema.gov/> Association of Continuity Planners www.acp-international.com <http://www.acp-international.com>

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
Independent Learning (FT) 100.00
Assessment (FT) 56.00
Lectures (FT) 22.00
Seminars (FT) 22.00

Assessment Methods

Component Duration Weighting Threshold Description
Essay n/a 50.00 n/a 3000 word Essay
Report n/a 50.00 n/a 3000 Word Report