Management Principles of ISO in Business Continuity Management

 There are many risks that may threaten any organization by disrupting its business processes. The spectrum of risks and threats may start as a leakage in the supply pipe and may also extend to cyber crime and terrorism. Business Continuity Management serves as an ongoing process, submerged in the basic management principles of an organization including disaster recovery, business recovery, business resumptions and contingency planning.

Management Principles of ISO in Business Continuity Management 

Authors: S. J. Daharwal, A. Sharma and R. B. Saudagar 

Address: Institute of Pharmacy, Pt. Ravishankar Shukla University, Raipur (C.G.) 

Abstract

There are many risks that may threaten any organization by disrupting its business processes. The spectrum of risks and threats may start as a leakage in the supply pipe and may also extend to cyber crime and terrorism. Business Continuity Management serves as an ongoing process, submerged in the basic management principles of an organization including disaster recovery, business recovery, business resumptions and contingency planning. From the very beginning ISO has keenly focused the fact that its standards should become a part of the system. Thus we achieve a perfect matrix of business continuity management and ISO standards, capable of facing almost any situation that may lead to discontinuity.

Introduction

Management is creative problem solving. This creative problem solving is accomplished through four functions of management: planning, organizing, leading and controlling. The intended result is the use of an organization's resources in a way that accomplishes its mission and objectives.

  Planning is the ongoing process of developing the business' mission and objectives and determining how they will be accomplished. Planning includes both the broadest view of the organization, e.g., its mission, and the narrowest, e.g., a tactic for accomplishing a specific goal.

 Organizing is establishing the internal organizational structure of the organization. The focus is on division, coordination, and control of tasks and the flow of information within the organization. It is in this function that managers distribute authority to job holders.

 Staffing is filling and keeping filled with qualified people all positions in the business. Recruiting, hiring, training, evaluating and compensating are the specific activities included in the function. In the family business, staffing includes all paid and unpaid positions held by family members including the owner/operators.

  Directing is influencing people's behavior through motivation, communication, group dynamics, leadership and discipline. The purpose of directing is to channel the behavior of all personnel to accomplish the organization's mission and objectives while simultaneously helping them accomplish their own career objectives.

  Controlling is a four-step process of establishing performance standards based on the firm's objectives, measuring and reporting actual performance, comparing the two, and taking corrective or preventive action as necessary.

  An Important Qualification to Success:

Management success is gained through accomplishment of mission and objectives. Managers fail when they do not accomplish mission and objectives. Success and failure are tied directly to the reasons for being in business, i.e., mission and objectives. However, accomplishing mission and objectives is not sufficient. Success requires both effectiveness and efficiency. Managers who accomplish their mission and objectives are said to be effective. Efficiency describes the relationship between the amount of resources used (input) and the extent to which objectives were accomplished (output). If the cost of accomplishing an objective is prohibitive, then the objective is not realistic in the context of the firm's resources. Additional planning is necessary.