英语论文网

Abstract
美国留学生企业战略管理论文 Crisis management and organizational continuity have become increasingly critical areas of competence for managers in organizations. The approach of typical business organizations to the problems of business area impact analysis (BAIA) has been fragmented. In particular, the potential problem is the lack of an analytical capability to identify business functions/processes. The research objective is to describe how business functions/processes can be identified to analyze business area impact for corporate crisis management. In order to conduct the BAIA efficiently, it is first necessary to identify business functions/processes according to a scientific approach such as that described in the Information Engineering methodology for systems development. Next, to investigate the financial impacts on business functions/processes, which level of function/process, hierarchy decomposition is used as a basis must be determined.

Introduction
Crisis management, disaster recovery, and organizational continuity have become increasingly critical areas of competence for managers in the private sector, as well as for public sector, organizations. The ability of industrial and service organizations to provide financial benefits to their owners and employees and to contribute to national and regional economic recovery and viability cane threatened by significant business disruptions or loss of consumer confidence. Natural disasters can disrupt the supply and distribution chains for even the best prepared businesses. Service businesses are increasingly vulnerable to electrical, communication, other critical infrastructure failures. Industrial disasters can have significant human and environmental impacts that lead to potentially bankrupting liabilities. A crisis caused by harmful products or by product tampering can seriously injure a manufacturer of consumer products. No organization is immune to the threat of the external terrorist or the internal saboteur.

A crisis management survey has been conducted by The George Washington University and the Corporate Response Group Corporation to access the current status of crisis management preparation among the Fortune 1000 companies in the USA (CRG &GWU, 1997). The survey results imply that most companies are now changing the way they view crisis management in their own company. Seventy-one percent of companies have a crisis management plan. Their company’s crisis management plans include the following functional areas: crisis communication (82 percent), security (79 percent), business continuity/disaster recovery (75 percent), health/environment/safety (70percent), and risk management/loss control (66 percent). The above functional areas surveyed will be developed with the result tube derived from a business area impact analysis.

References
Alter, S. (1996), Information Systems: A Management Perspective, 2nd ed., The Benjamin/Cunnings Publishing Company, Inc.
Barton, L. (1993), Crisis in Organizations: Managing and Communicating in the Heat of Chaos, South- Western Publishing Co.
Comdisco (1997), the Complete BIA, Littleton, MA. (The) Corporate Response Group Inc. and the George Washington University (1977), Crisis Management Survey of Fortune 1000 Companies, VA.
DRI International (199本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。