Reference no: EM133302189
Case 5: Ready in Advance: The City of Tuscaloosa's Response to the 4/27/11 Tornado; Herman B. Leonard; David Tannenwald;
Learning Objectives: Natural disasters are becoming increasingly common causes of business disruptions and community-related impacts. Hurricane Harvey is but one example. Among other entities, communities have to be prepared because the impacts disrupt the lives of people and the functioning of businesses, suppliers, customers, and the infrastructure. Disasters are crises in the extreme. While the crisis management literature provides a useful foundation for planning for such threats, it does not adequately address broad-based threats brought about by disasters. The case presents details about how government and community leaders prepare for and respond to crises. Business leaders need to know what governments can and cannot do in a disaster. Students will learn about nonbusiness-related BC practices.
What are the benefits and limitations of the tools and techniques discussed in the case?
Who are the key leaders from a government perspective?
What are the proper planning mechanisms?
How did government leaders avoid many of the difficulties?
What are the ethical and legal aspects?
Discussions: Provide your comments on the insights and perspectives pertaining to the case.