Man-made and natural disasters are becoming more common in today’s world. Among other facilities, the company should be concerned, because these effects organizational survival, disrupt the life and functioning of the employees, suppliers, customers and organizational infrastructure. If the current trend continues, the Federal Emergency Management Agency is on track to account for 30% more disasters in 2010 than in 2009. Organisational disasters are crises in the extreme. During the crisis managem … Read more »

Man-made and natural disasters are becoming more common in today’s world. Among other facilities, the company should be concerned, because these effects organizational survival, disrupt the life and functioning of the employees, suppliers, customers and organizational infrastructure. If the current trend continues, the Federal Emergency Management Agency is on track to account for 30% more disasters in 2010 than in 2009. Organisational disasters are crises in the extreme. During the crisis management literature provides a useful basis for planning the internal organizational threats, it is not appropriate to larger external threats brought about by disasters. With this gap in mind, we present here a framework for planning for man-made or natural disasters: continuity planning (COOP). Continuity planning is a tool that helps organizations to stay in business under extreme conditions. Although continuity of operations planning is not a new practice, many small and medium enterprises are reluctant to participate in this type of planning. To highlight the value of the process, this article provides examples of organizational disasters to plan alongside a simplified method for developing an effective continuity of operations.
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from
W. Jack Duncan,
Valerie A. Yeager,
Andrew C. Rucks,
Peter M. Ginter
Source: Business Horizons
8 pages.
Release Date: 15, March 2011. Prod #: BH424-PDF-ENG
Surviving Organizational Disasters HBR case solution