CYBR 4330 - Chapter 12 | UPDATED Questions with 100%
Verified Answers
Q1: Introduction
A: •Organizations typically respond to crisis by focusing on economic priorities and
operational issues, overlooking the steps needed to preserve the most critical assets of
the organization: its people.
•Crises also involve events that can adversely affect an organization's reputation and
impact its operations from a personal perspective.
•Employees involved in unethical, illegal, or illicit activities can have a dramatic impact on
the perceptions of an organization.
•Even formal investigations of an organization's actions can constitute a crisis.
Q2: Crisis Management in the Organization
A: •Crises can arrive at organizations at any time, regardless of whether they are expected
and whether contingency plans and crisis management preparations are in place.
•Before you learn about planning for crises and ideas on how to manage them, you
should understand the terminology of crisis management and a few of the myths that
surround the subject.
Q3: Crisis Terms and Definitions
A: •The Institute for Crisis Management (ICM) has defined a business crisis this way
•Any issue, problem or disruption which triggers negative stakeholder reactions that can
impact the organization's reputation, business and financial strength.
•Crises can be situations threatening or doing harm to people and property, serious
disruptions to operations, product recalls, labor issues, social media attacks, lawsuits,
highly negative media coverage or allegations of wrongdoing against employees or
leaders.
•For our purposes, we've adapted the ICM definition of a business crisis
•Any personnel-focused issue, problem, or disruption that triggers negative stakeholder
reactions and potentially affects the organization's reputation, business, and financial
strength.
•The critical difference between disasters and crises is in the personnel aspect of these
events.
•Many crises fall into the category of bad decisions by employees that are exacerbated
as a result of management not taking action when it is informed about the problem.
•Based on the rate of occurrence and amount of time the organization has as a warning,
crisis events can be categorized into two types
Q4: sudden crisis
A: occurs when an organization's operations are disrupted without warning
•could include events that threaten the health or welfare of the organization's personnel,
such as
•A rapid-onset disaster like a tornado, flash flood, earthquake, or building fire
•Active shooter occurrences that involve employees or other constituents of the
, organization
•Industrial or personal accidents
•Out-of-control labor disputes or job actions
•Regional violence that impacts the organization
Q5: smoldering crisis
A: a problem that may not initially be recognized as a crisis inside or outside the
organizationa problem that may not initially be recognized as a crisis inside or outside
the organization
•may include events that threaten the health or welfare of the organization's personnel,
such as
•A slow-onset disaster like a hurricane, pandemic, wildfire, or flooding
•Notification of employee investigations or arrests
•Negative viral media stories about organizational or employee misconduct
•Media or law enforcement investigations
•Negative product or service effects on customers that gain media attention
•A disgruntled employee's acts of retaliation for perceived mistreatment
Q6: crisis management (CM)
A: the set of actions taken by an organization in response to an emergency situation in an
effort to minimize injury or loss of life
•becomes an important part of CP planning to deal with the unique situations associated
with crises.
In general, CM involves three key interactions with external stakeholders
•Emergency response
•Crisis communications
•Humanitarian assistance
Q7: crisis management planning (CMP).
A: the process of preparing for, responding to, recovering from, and managig
communications during a crisis
Any good security manager should be prepared to deal with crises and thus participate
in CM and
emphasis is on the planning function during the preparation for stage
•The primary document that guides the organization's CM efforts is the crisis management
plan (CM plan).
Q8: Crisis Misconceptions
A: •The first misconception is that the majority of business crises are sudden, such as
industrial accidents or terrorist attacks.
•Another myth is that crises are most commonly the result of employee mistakes or acts
of nature.
•Unfortunately, the most prevalent crises are the direct or indirect result of management
actions, inaction, or decisions.
Verified Answers
Q1: Introduction
A: •Organizations typically respond to crisis by focusing on economic priorities and
operational issues, overlooking the steps needed to preserve the most critical assets of
the organization: its people.
•Crises also involve events that can adversely affect an organization's reputation and
impact its operations from a personal perspective.
•Employees involved in unethical, illegal, or illicit activities can have a dramatic impact on
the perceptions of an organization.
•Even formal investigations of an organization's actions can constitute a crisis.
Q2: Crisis Management in the Organization
A: •Crises can arrive at organizations at any time, regardless of whether they are expected
and whether contingency plans and crisis management preparations are in place.
•Before you learn about planning for crises and ideas on how to manage them, you
should understand the terminology of crisis management and a few of the myths that
surround the subject.
Q3: Crisis Terms and Definitions
A: •The Institute for Crisis Management (ICM) has defined a business crisis this way
•Any issue, problem or disruption which triggers negative stakeholder reactions that can
impact the organization's reputation, business and financial strength.
•Crises can be situations threatening or doing harm to people and property, serious
disruptions to operations, product recalls, labor issues, social media attacks, lawsuits,
highly negative media coverage or allegations of wrongdoing against employees or
leaders.
•For our purposes, we've adapted the ICM definition of a business crisis
•Any personnel-focused issue, problem, or disruption that triggers negative stakeholder
reactions and potentially affects the organization's reputation, business, and financial
strength.
•The critical difference between disasters and crises is in the personnel aspect of these
events.
•Many crises fall into the category of bad decisions by employees that are exacerbated
as a result of management not taking action when it is informed about the problem.
•Based on the rate of occurrence and amount of time the organization has as a warning,
crisis events can be categorized into two types
Q4: sudden crisis
A: occurs when an organization's operations are disrupted without warning
•could include events that threaten the health or welfare of the organization's personnel,
such as
•A rapid-onset disaster like a tornado, flash flood, earthquake, or building fire
•Active shooter occurrences that involve employees or other constituents of the
, organization
•Industrial or personal accidents
•Out-of-control labor disputes or job actions
•Regional violence that impacts the organization
Q5: smoldering crisis
A: a problem that may not initially be recognized as a crisis inside or outside the
organizationa problem that may not initially be recognized as a crisis inside or outside
the organization
•may include events that threaten the health or welfare of the organization's personnel,
such as
•A slow-onset disaster like a hurricane, pandemic, wildfire, or flooding
•Notification of employee investigations or arrests
•Negative viral media stories about organizational or employee misconduct
•Media or law enforcement investigations
•Negative product or service effects on customers that gain media attention
•A disgruntled employee's acts of retaliation for perceived mistreatment
Q6: crisis management (CM)
A: the set of actions taken by an organization in response to an emergency situation in an
effort to minimize injury or loss of life
•becomes an important part of CP planning to deal with the unique situations associated
with crises.
In general, CM involves three key interactions with external stakeholders
•Emergency response
•Crisis communications
•Humanitarian assistance
Q7: crisis management planning (CMP).
A: the process of preparing for, responding to, recovering from, and managig
communications during a crisis
Any good security manager should be prepared to deal with crises and thus participate
in CM and
emphasis is on the planning function during the preparation for stage
•The primary document that guides the organization's CM efforts is the crisis management
plan (CM plan).
Q8: Crisis Misconceptions
A: •The first misconception is that the majority of business crises are sudden, such as
industrial accidents or terrorist attacks.
•Another myth is that crises are most commonly the result of employee mistakes or acts
of nature.
•Unfortunately, the most prevalent crises are the direct or indirect result of management
actions, inaction, or decisions.
