Business Continuity Models Research Articles

A business continuity model for manufacturing SMMEs underscoring talent management

A business continuity model for manufacturing SMMEs underscoring talent management

Assessment of Benilde Associates towards a Dynamic Business Continuity Model in Disruptive Times

Business continuity and disaster recovery planning are comprised of activities that an organization must perform to resume operations in an unexpected event. The De La Salle College of Saint Benilde SMIT research study adopted the Business Continuity Model and identified gaps that will lead to the proposed Dynamic Business Continuity Model in disruptive times. From this problem, the research question is to what extent BCM factors impact levels (depth and breadth) of the Business Continuity Model during disruptive times. Data was collected by surveying Benilde associates in various academic positions and the Office Center. The data collected was treated using Exploratory Factor Analysis and Multiple Regression for causal relationships. DLS CSB SMIT identified gaps and challenges for faculty and staff in several dimensions in the existing Business Continuity Model factors and the ff are: a. Systems/Data Recovery b. Organizational Support c. Employee Engagement d. Forecasting Capacity and among the identified gaps- “Organizational Support ‘ is considered the most significant among the 4 factors. This consists of Student Support Services, Hunan Resource, and Registrar’s Office. To prevent the interruption in DLS CSB SMIT operations and the survival of an organization during disruptive times, Transparency of the BCM Strategy cascaded to Benilde associates, the importance of creating awareness and being prepared for the unexpected. Business Continuity Model is an essential element that should form part of every critical business process within the College. It is imperative to understand the factors that were identified as gaps that the Institution could be faced with and also understand the steps that should be taken to address and manage these risks. This dissertation paper led to the development of a Dynamic Business Continuity Model which is essential to prepare DLS CSB for any disaster or crisis. The Model serves as a guide for all Centers on what they should do in such an event to ensure that the organizations will survive during the fortuitous event and how to restore the Business and Institution to normalcy. This Research study could provide a Business Continuity Model framework for leaders to assess their organization’s capacity from an unexpected disruption and be used by organizational leaders to assign contingency planning responsibilities or hire business continuity and disaster recovery planning professionals. Keywords: Business Continuity, Disruptive, Dynamic Business Model, Systems/Data Recovery, Organizational Support, Employee Engagement, Forecasting Capacity

ТЕОРЕТИЧЕСКИЕ И ПРАКТИЧЕСКИЕ АСПЕКТЫ РАЗВИТИЯ МОДЕЛЕЙ АНТИКРИЗИСНОГО УПРАВЛЕНИЯ ОРГАНИЗАЦИЕЙ НА ПРИМЕРЕ СТРУКТУР ВНУТРЕННЕГО КОНТРОЛЯ

The present study is focused on the consideration of theoretical and practical aspects of the development of crisis management models through the prism of internal control structures of organizations. The study examines the very concept of crisis management, reproduces the distinctive features in comparison with crisis response. The study considers the definition of the crisis management model and examines five existing models of crisis management applied in the internal control structures of organizations, which show sufficient effectiveness in crisis conditions. The key conclusion of the work is the need for a comprehensive approach and the integration of theory and practice in the development of a crisis management plan. The study also suggests for consideration the possibility of integrating a business continuity model into an organization’s internal control structures, which is focused as a proactive way to ensure that critical business operations continue during disruptions or in the event of a crisis.

Evaluate the Continuous Improvement of Operations According to the Business Continuity Model (ISO 22301: 2019) A Case Study: The General Company for Vegetable Oils

The main objective of the study is to evaluate the continuous improvement of operations by identifying the non-conformity gap and to assess the level of implementation of the requirements of (ISO 22301: 2019) in the General Company for Vegetable Oils. The method used is a case study, which included personal interviews and actual observation at the study site. The practical side included designing checklists and gap analysis using the requirements of the international standard (ISO 22301: 2019). The statistical analysis included the use of a five-weighted scale, the use of weighted average equations, and implementation and documentation ratios, to measure the non-conformity gap. The requirements amounted to (148), and they include the main subjects and their branches, while the percentage of non-conformity and the documentation gap for all requirements was less than the average. The study concluded: failure to identify external and internal problems related to risks and crises that the company/study sample may face, and failure to review information related to the strategic plan of the company and its stakeholders according to the requirements (ISO 22301: 2019). The study recommended the following: All exceptions that have an impact on the companys ability and responsibility, including risk assessment or analysis, and regulatory or legal requirements, must be documented, including all necessary processes.

From “business continuity” to “back to business” for orthopaedic surgeons during the COVID-19 pandemic

The coronavirus disease 2019 (COVID-19) pandemic has led to unprecedented challenges to healthcare systems worldwide. Orthopaedic departments have adopted business continuity models and guidelines for essential and non-essential surgeries to preserve hospital resources as well as protect patients and staff. These guidelines broadly encompass reduction of ambulatory care with a move towards telemedicine, redeployment of orthopaedic surgeons/residents to the frontline battle against COVID-19, continuation of education and research through web-based means, and cancellation of non-essential elective procedures. However, if containment of COVID-19 community spread is achieved, resumption of elective orthopaedic procedures and transition plans to return to normalcy must be considered for orthopaedic departments. The COVID-19 pandemic also presents a moral dilemma to the orthopaedic surgeon considering elective procedures. What is the best treatment for our patients and how does the fear of COVID-19 influence the risk-benefit discussion during a pandemic? Surgeons must deliberate the fine balance between elective surgery for a patient’s wellbeing versus risks to the operating team and utilization of precious hospital resources. Attrition of healthcare workers or Orthopaedic surgeons from restarting elective procedures prematurely or in an unsafe manner may render us ill-equipped to handle the second wave of infections. This highlights the need to develop effective screening protocols or preoperative COVID-19 testing before elective procedures in high-risk, elderly individuals with comorbidities. Alternatively, high-risk individuals should be postponed until the risk of nosocomial COVID-19 infection is minimal. In addition, given the higher mortality and perioperative morbidity of patients with COVID-19 undergoing surgery, the decision to operate must be carefully deliberated. As we ramp-up elective services and get “back to business” as orthopaedic surgeons, we have to be constantly mindful to proceed in a cautious and calibrated fashion, delivering the best care, while maintaining utmost vigilance to prevent the resurgence of COVID-19 during this critical transition period. Cite this article: Bone Joint Open 2020;1-6:222–228.

From "business continuity" to "back to business" for orthopaedic surgeons during the COVID-19 pandemic.

The coronavirus disease 2019 (COVID-19) pandemic has led to unprecedented challenges to healthcare systems worldwide. Orthopaedic departments have adopted business continuity models and guidelines for essential and non-essential surgeries to preserve hospital resources as well as protect patients and staff. These guidelines broadly encompass reduction of ambulatory care with a move towards telemedicine, redeployment of orthopaedic surgeons/residents to the frontline battle against COVID-19, continuation of education and research through web-based means, and cancellation of non-essential elective procedures. However, if containment of COVID-19 community spread is achieved, resumption of elective orthopaedic procedures and transition plans to return to normalcy must be considered for orthopaedic departments. The COVID-19 pandemic also presents a moral dilemma to the orthopaedic surgeon considering elective procedures. What is the best treatment for our patients and how does the fear of COVID-19 influence the risk-benefit discussion during a pandemic? Surgeons must deliberate the fine balance between elective surgery for a patient’s wellbeing versus risks to the operating team and utilization of precious hospital resources. Attrition of healthcare workers or Orthopaedic surgeons from restarting elective procedures prematurely or in an unsafe manner may render us ill-equipped to handle the second wave of infections. This highlights the need to develop effective screening protocols or preoperative COVID-19 testing before elective procedures in high-risk, elderly individuals with comorbidities. Alternatively, high-risk individuals should be postponed until the risk of nosocomial COVID-19 infection is minimal. In addition, given the higher mortality and perioperative morbidity of patients with COVID-19 undergoing surgery, the decision to operate must be carefully deliberated. As we ramp-up elective services and get “back to business” as orthopaedic surgeons, we have to be constantly mindful to proceed in a cautious and calibrated fashion, delivering the best care, while maintaining utmost vigilance to prevent the resurgence of COVID-19 during this critical transition period.Cite this article: Bone Joint Open 2020;1-6:222–228.

Models of critical information infrastructure protection

This paper advocates the need to conceptualize or model critical information infrastructure protection (CIIP) in order to explain regulatory choices made by governments regarding CIIP. Building on previous attempts, it proposes two models of CIIP: the national security model and the business continuity model. Each of these models is based on a different, sometimes contrasting, set of values, namely, security values and neo-liberal values. As the choice of regulatory mechanism is dependent on the manner in which CIIP is perceived by governments, an analysis is essential to assess and understand national CIIP policies. A comparative analysis of American and Israeli policies is conducted to clarify the major issues regarding CIIP and to provide a basis for proposing CIIP models.

Disaster preparedness and Business Continuity Planning at Boeing: An integrated model

Traditionally, facilities professionals are responsible for maintaining business operations after a disaster by safeguarding people and the physical infrastructure. While most organisations equate disaster preparedness to business continuity, the aftermath of 9/11 brought forth some startling realisations about business survival and business crisis. Boeing, a global company that was affected in a number of unexpected ways, embarked on an approach that separated, yet integrated the Disaster Preparedness Community with the Business Community. The result was a Business Continuity Model that fostered further development of robust Business Continuity Plans to serve employees, customers, stakeholders and community. Facilities professionals, equipped with an understanding of today’s business crisis and the Business Continuity Model, can serve as a partner to their Business Continuity Representative to educate, develop and execute a Business Continuity Plan that ensures business continuance through any unforeseen event.