Korea's Terrorist Environment and Crisis Management Plan

2017 ◽  
Vol 52 ◽  
pp. 71-92
Author(s):  
Sung Jin Jang ◽  
◽  
Young-Hyun Kim ◽  
Seung-Cheol Shin
Keyword(s):  
Crisis Management ◽  
Management Plan ◽  
Crisis Management Plan

Developing a Crisis Management Plan

2020 ◽  
pp. 67-85
Author(s):  
J. Michael Rollo ◽  
Eugene L. Zdziarski
Keyword(s):  
Crisis Management ◽  
Management Plan ◽  
Crisis Management Plan

Adaptation of the Incident Command System to Oil Spill Response During the American Trader Spill

1991 ◽  
Vol 1991 (1) ◽  
pp. 267-272
Author(s):  
Robert G. Rolan ◽  
Keith H. Cameron
Keyword(s):  
Organizational Structure ◽  
Crisis Management ◽  
Oil Spill ◽  
Management Plan ◽  
Team Members ◽  
Incident Command System ◽  
Incident Command ◽  
Response Team ◽  
Oil Spill Response ◽  
Crisis Management Plan

ABSTRACT While developing its new crisis management plan in 1989, BP America (BPA) modified the incident command system (ICS) for use as the organizational structure of its oil spill response team. This was done to be compatible with the post-Exxon Valdez organization of the Alyeska response team and for certain advantages it would provide for responses in other locations and in other types of crisis situations. The ICS was originally developed for fighting wildfires in California and has since been widely adopted by other fire and emergency services in the U. S. While retaining most of the ICS structure, ?PA developed modifications necessary to fit the unique requirements of oil spill response. The modified ICS was used during a full scale test of ?PA's draft crisis management plan in December 1989, and thus was familiar to ?PA's top executives and other participating response team members. When the American Trader spill occurred in February 1990, BPA's management used the modified ICS organization even though the crisis management plan had not been finalized or widely distributed within the company. Details of the organizational structure evolved as the spill response progressed, in part due to the changing requirements of the response over time and in part because of previously unrecognized issues. This paper describes that evolution and the resulting final structure. Essential differences between the original ICS and BPA's oil spill version of it are highlighted. Despite the unrecognized issues and the unfamiliarity of some team members with the ICS, the organization worked well and can be credited with a share of the success of the American Trader response.

FOOD SAFETY CRISIS MANAGEMENT PLAN IN HONG KONG

2009 ◽  
Vol 29 (3) ◽  
pp. 394-413
Author(s):  
S.F. CHAN ◽  
ZENOBIA C.Y. CHAN
Keyword(s):  
Hong Kong ◽  
Food Safety ◽  
Crisis Management ◽  
Management Plan ◽  
Crisis Management Plan

scholarly journals Pandemic Management of Coronavirus Disease of 2019: A Kuwait Perspective on the Example of Al-Adan Hospital

2021 ◽  
Vol 6 (04) ◽  
pp. 279-284
Author(s):  
Dr. Meshal A Alhadhoud ◽  
Dr. Najla F Alsiri ◽  
Dr. Najla Al-Salem ◽  
Prof. Rainer Sibbel
Keyword(s):  
Crisis Management ◽  
Outcome Measures ◽  
Management Strategy ◽  
Healthcare Services ◽  
Healthcare Systems ◽  
Management Plan ◽  
Management Approach ◽  
Healthcare Organizations ◽  
Crisis Management Plan ◽  
Current Experience

Objective: Coronavirus Disease of 2019 (COVID19) as a pandemic could paralyze the operational system of healthcare organizations. However, the crisis management plan of COVID19 implemented in Al-Adan Hospital, Kuwait, has been successful. Therefore, this study aims to present the crisis management plan for COVID19 implemented in our institution. Design: Presenting and framing the prescriptive strategy of the crisis management approach adopted. The literature was further critically reviewed to reflect on the plan implemented to enrich the current experience and formulate future recommendations. Setting: Al-Adan Hospital, Kuwait. Main Outcome Measures: The prescriptive strategy adopted for the crisis management plan consists of three managerial frameworks: COVID19 team, COVID19 management strategy, and strategy for maintaining emergency healthcare services. Results: Balancing between the standardization model of implementing governmental regulations, and the personalization model of placing the patients and the employees at the center of the strategy, could explain the success of the plan. The strategy implemented could be further strengthened by elevating the principles of leaderships and encouraging health digitalization. Conclusion: This study presents a novel framework of crisis management for healthcare systems by raising the concept of balancing between the standardization and personalization models.

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