| Description |
1 online resource (xxi, 263 pages) |
| Series |
Routledge masters in public management |
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Routledge masters in public management series.
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| Contents |
Cover; Title; Copyright; Dedication; Contents; List of figures, tables and boxes; Acknowledgements; Abbreviations; Preface; 1 Risk and crisis: definitions, debates and consequences; Risk as probability, threat and opportunity; Strategic and operational risks; Public sector risk; The development of risk management; The role of codes and standards; Defining crises: schools of thought; Understanding the plethora of crisis definitions; The crisis management cycle; Conclusion; 2 Risk and crisis management: drivers and barriers; Adopting a systematic approach to risk and crises |
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Justifying risk and crisis managementEnvironmental drivers; Barriers to effectiveness; Understanding the causes of crises; Identifying crises before they arrive; Conclusion; 3 Assessing, evaluating and communicating risks; The changing focus on risk assessment; Risk identification; Risk evaluation; Risk perception; What is acceptable risk?; The precautionary principle; Risk communication; Conclusion; 4 Responding to risk: strategies and methods; Strategies for responding to risks; Methods of risk control; Issues of proportionality; Auditing and reviewing |
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Benchmarking risk management performanceBusiness continuity planning and management; Risk management versus business continuity management; The resilient organization; The business continuity management process; A risk management implementation strategy; 5 Contingency planning and crisis preparedness; Planning and preparedness: a primer; A cycle of preparedness; The concept of resilience; Ideal planning versus public sector reality; Conclusion; 6 Managing the acute phase of crisis: from politics to technology; Acute crisis management: elementary issues; Functions and response patterns |
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Influences on the acute stage of crisis managementAcute-stage management: a high-wire balancing act; 7 After the crisis: evaluation, learning and accountability; Post-crisis evaluation: learning and accountability in context; The challenge of evaluation: what constitutes a successful crisis response?; Post-crisis policy reform and learning; Accountability and blame games; Factors influencing the crisis aftermath; Conclusion; 8 Risk and crisis management in a global world; The paradox of globalization; Emerging global risks; Growing risks; Interval risks; Speculative risks |
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Humanitarian crisis managementRemote crisis management; Transboundary crisis management; Conclusion; Conclusion; Managing risk in public service organizations: a case study; Crisis management: a personal account by Ed van Thijn, former Mayor of Amsterdam; Index |
| Summary |
Every decision that is made by managers and policy-makers in a public sector organization requires an evaluation and a judgement of the risks involved. This vital requirement has been recognised in the growth of risk management. However, risks can never be fully prevented, which means that public managers also have to be crisis managers. Today's crises develop in unseen ways; they escalate rapidly and transform through the interdependencies of modern society, and their frequency is growing: the global financial crisis, the European volcanic ash cloud, the Japanese tsunami and subsequent Fukishima nuclear plant meltdown, the Christchurch earthquake and the Queensland floods. All highlight the extreme challenges that public sector organizations across the world have had to face in recent years. Risk and Crisis Management in the Public Sector Second Edition responds to these challenges by presenting the only guide for public mangers and public management students which combines lessons about risk and crisis management together in a single, accessible text. It equips readers with the knowledge and skills necessary to treat risks and it outlines the steps through which public managers can take to prepare, respond and recover from crisis episodes. This exciting new edition enhances the original text with contemporary cases and a greater focus on the international, trans-boundary and multi-agency dimensions of risk and crisis management. These enhancements reflect the fact that today's public manager must increasingly operate within a global and interdependent governance context Provided by publisher |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Dr Lynn T. Drennan is Education Programme Director at the Institute of Risk Management, UK ; Professor Allan McConnell is Professor (Public Policy) at the University of Sydney, Australia ; Dr Alastair Stark is Lecturer in Public Policy at the University of Queensland, Australia |
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Online resource; title from PDF title page (ProQuest Ebook Central, viewed June 4, 2021) |
| Subject |
Risk management.
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Crisis management.
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Policy sciences.
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risk management.
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POLITICAL SCIENCE -- Public Affairs & Administration.
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Crisis management
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Policy sciences
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Risk management
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Krisenmanagement
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Politisch-administratives System
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Risikomanagement
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Öffentlicher Sektor
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Riskhantering.
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Krishantering.
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Policystudier.
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| Form |
Electronic book
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| Author |
McConnell, Allan, 1957- author.
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Stark, Alastair, author.
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| ISBN |
9781317810681 |
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1317810686 |
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9781315816456 |
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1315816458 |
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9781317810674 |
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1317810678 |
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