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National planning for the expeditious recovery and expansion of essential industrial production facilities is often geared only to largescale declared emergencies. Under the worst scenario of a global war, all necessary authorities and funding are assumed to be available. But more often, lesser emergencies require responses without the broad powers and commitment associated with a declared national emergency. A real emergency can provide insight into the appropriateness of planned management approaches and the adequacy of available authorities. This account of two actual emergencies provides lessons on how statutory procedures could be improved, regulations clarified, the government data base expanded, and steps taken to speed up the process to be followed in the event of other crises. In May 1988, the United States lost half of its capacity to produce ammonium perchlorate when explosions and fire destroyed one of the two producing plants. Ammonium perchlorate is the oxidizer essential to solid-fuel rocket motors. Here, without question, was an excellent test case. Existing ammonium perchlorate had to be carefully allocated and additional production capacity was needed; numerous ongoing production programs for both strategic and conventional systems needed the product, and some would be curtailed if sufficient ammonium perchlorate was not available. This paper documents the government's actions and decision-making process in dealing with various legal and administrative hurdles in both restoring the capacity and allocating available ammonium perchlorate.
Former Secretary of Defense Ash Carter takes readers behind the scenes to reveal the inner workings of the Pentagon, its vital mission, and what it takes to lead it. The Pentagon is the headquarters of the single largest institution in America: the Department of Defense. The D.O.D. employs millions of Americans. It owns and operates more real estate, and spends more money, than any other entity. It manages the world’s largest and most complex information network and performs more R&D than Apple, Google, and Microsoft combined. Most important, the policies it carries out, in war and peace, impact the security and freedom of billions of people around the globe. Yet to most Americans, the dealings of the D.O.D. are a mystery, and the Pentagon nothing more than an opaque five-sided box that they regard with a mixture of awe and suspicion. In this new book, former Secretary of Defense Ash Carter demystifies the Pentagon and sheds light on all that happens inside one of the nation’s most iconic, and most closely guarded, buildings. Drawn from Carter’s thirty-six years of leadership experience in the D.O.D., this is the essential book for understanding the challenge of defending America in a dangerous world—and imparting a trove of incisive lessons that can guide leaders in any complex organization. In these times of great disruption and danger, the need for Ash Carter’s authoritative and pragmatic account is more urgent than ever.
Crisis Ready is not about crisis management. Management is what happens after the negative event has occurred. Readiness is what is done to build an INVINCIBLE brand, where negative event has occurred. Readiness is what is done to build an INVINCIBLE brand, where negative situations don't occur--and even if they do, they're instantly overcome in a way that leads to increased organizational trust, credibility, and goodwill. No matter the size, type, or industry of your business, Crisis Ready will provide your team with the insight into how to be perfectly prepared for anything life throws at you.
Richard Ned Lebow spells out the implications of historical experience for American perceptions of the place of crisis management in superpower strategic relations. identifying and discussing three reasons for the outbreak of World War I—preemption, loss of control, and miscalculated escalation—he argues that all three are equally serious threats to peace and survival. He documents how psychological stress in past crises has induced erratic, dysfunctional behavior from national leaders, even paralysis. A nuclear crisis, he argues, would generate even more acute stress because of the unprecedented destructiveness of nuclear weapons and the extreme time pressure that leaders are likely to face.
Emergency managers and officials have seen a tremendous increase in the planning responsibilities placed on their shoulders over the last decade. Crisis Management and Emergency Planning: Preparing for Today's Challenges supplies time-tested insights to help communities and organizations become better prepared to cope with natural and manmade disasters and their impacts on the areas they serve. Author and editor Michael J. Fagel, PhD, CEM has more than three decades of experience in emergency management and emergency operations. He has been an on-site responder to such disaster events as the Oklahoma City Bombing and the site of the World Trade Center in the aftermath of 9/11. He is an experienced professor, trainer, professional, and consultant and has pretty much seen it all. The book delves into this experience to present advanced emergency management and response concepts to disasters not often covered in other publications. It includes coverage of planning and preparedness, public health considerations, vulnerability and impact assessments, hospital management and planning, sporting venue emergency planning, and community preparedness including volunteer management. Contributions from leading professionals in the field focus on broad responses across the spectrum of public health, emergency management, and mass casualty situations. The book provides detailed, must-read planning and response instruction on a variety of events, identifying long-term solutions for situations where a community or organization must operate outside its normal daily operational windows. This book has been selected as the 2014 ASIS Book of the Year.
The revolution in military affairs (RMA) is an American concept that frames a debate about the restructuring of American military forces in the period of globalization of the American economy. A core task for U.S. allies is to seek to understand the American debate & to identify opportunities for & the risks to themselves in variant patterns of development of the American military in the years ahead. Chapters: the American strategic challenge; the American approach to the RMA: a baseline; the RMA & regional allies: the Asian case; Europe & the RMA; France & Germany & the RMA; & reflections on the U.S.-European military technology gap.Ó