For the first part of the assigned project, you will create a partial draft of the risk management plan. To do so, follow these steps:
Research risk management plans.
Create an outline for a basic risk management plan with anticipated section headings (as indicated in this numbered list). This plan will include a qualitative risk assessment, which is addressed later in the project.
Write an introduction to the plan by explaining its purpose and importance.
Define the scope and boundaries of the plan.
Research and summarize compliance laws and regulations that pertain to the organization. Keep track of sources you use for citation purposes.
Identify the key roles and responsibilities of individuals and departments within the organization as they pertain to risk management.
Develop a proposed schedule for the risk management planning process.
Create a draft risk management plan detailing the information above. Format the plan similar to a professional business report and cite any sources you used.
Submission Requirements
Format: Microsoft Word (or compatible)
Font: Arial, size 12, double-space
Citation style: Your school’s preferred style guide
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For the first part of the assigned project, you will create a partial draft of the risk management plan. To do so, follow these steps:
Research risk management plans.
Create an outline for a basic risk management plan with anticipated section headings (as indicated in this numbered list). This plan will include a qualitative risk assessment, which is addressed later in the project.
Write an introduction to the plan by explaining its purpose and importance.
Define the scope and boundaries of the plan.
Research and summarize compliance laws and regulations that pertain to the organization. Keep track of sources you use for citation purposes.
Identify the key roles and responsibilities of individuals and departments within the organization as they pertain to risk management.
Develop a proposed schedule for the risk management planning process.
Create a draft risk management plan detailing the information above. Format the plan similar to a professional business report and cite any sources you used.
Submission Requirements
Format: Microsoft Word (or compatible)
Font: Arial, size 12, double-space
Citation style: Your school’s preferred style guide
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Conclude with a research or policy question for further research. Part 2 of 2 1) How does social media assist emergency management. Give examples. 2) How does social media hinder emergency management. Give examples. 3) How can emergency management officials help assist with providing relevant and detailed information about public health concerns? Conclude with a research or policy question.
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Answer the following question With reference to aviation safety management systems, Considering the video about a small aviation organisation (https://www.youtube.com/watch?v=p-j4pN18IaQ), identify the various safety gaps impacting the safety performance of the organisation, and explain how a fully implemented SMS could help improving the safety culture in the organisation shown in the video.
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Identifying the talent management; recruitment and retention; globalization; employee engagement and the retaining millennial.
· Globalization and Human Resource Management.
· Attracting Retaining Millennial and Millennial Workers and the Employee Engagement Phenomenon.
· High levels of Employee Engagement, The Leaders Role in Employee Engagement and Measuring Employee Engagement.
· Trends and Future of Talent Management.
· Soldier for Life – Transition Assistance Program.
· Conducting a presentation on an assisted topic.
Learning Domain: Cognitive
Level of Learning: Analyzing
ASSIGNED STUDENT READINGS
(1) S301RA: Human Resources Management, Issues, Challenges and Trends “Now and Around the Corner” Chapters 2, 8 and 9, pp. 33-52, pp.163-184-160 and pp. 185-200 (51 pages) [127.5 minutes]
(2) S301RB: Employee Engagement, Creating positive energy at work, Chapters 1, 6 and 7, pp. 1-24, pp. 145-182 and pp.184-206 (82 pages) [205 minutes]
(3) S301RC: Trends and Future of Talent Management, pp. 212-241 (27 pages) [67.5 minutes]
(4)S301RD: Soldier for Life – Transition Assistance Program, Army Regulation 600-81, pp. 1-27 (27 pages) [67.5 minutes]
Reflection Questions during readings:
(1) Why does a company need talent management?
(2) Why is trust so important for a manager/team leader?
(3) Is servant leadership the answer?
(4) What is the mission of the Soldier for Life Transition Assistance Program?
View the short video, while watching the video take a few minutes to reflect on previous interactions that you have had with HRC in your career. The Human Resources is a huge field that affects several different areas of business and even other personal aspects of employees. HR managers must tackle issues within Technology, Talent management, Labor Relations and on how to keep employees develop and engage.
Keep in mind HR management applies across
· Consider reflecting and think about “How has human resource management changed in the workforce from the 20th to the 21st Century?
· What do you think the workforce will look like in the future for Soldiers and Family members?
· What do future generations have to look forward to in the workforce?
HumanResources Management,
As there is a growing recognition of the importance of human resources in the organizations by the employers, they have started to invest more time and money on the talent management departments of their enterprises. The trends in the talent management field have been growing and changing with a rapid pace in the recent past years, the managers have started to employ better methods to look after the employees and their skill sets.
After reading sections 9.1 and 9.3 of Chapter 9 of Reading A.
Ask yourself, what are so of the reasons an organization needs talent management?
Some possible reasons could be:
· Right person at right place
· Timely rotation of employee
· Hiring of the right people
What are some of the other reasons you can think of?
Consider some trends associated with Talent Management and it’s impact on an organization.
· Talent promotion
· Pool of talent
· Technology and Talent Management (how doe technology impact talent management?)
· Population growth/ demographics
Reflection Point: How does the Army manage talent?
What is it? It’s the unique intersection of skills, knowledge and behaviors in every person. Talent represents far more than the training, education and experiences provided by the Army. The fullness of each person’s life experience, to include investments they’ve made in themselves, personal and familial relationships (networks), ethnographic and demographic background, preferences, hobbies, travel, personality, learning style, education, and a myriad number of other factors better suit them to some development or employment opportunities than others.
Who has it? Talent is not some “top 10 percent” of workers. Everyone has talents that can be extended and liberated, provided those talents are recognized and cultivated. Doing so creates optimal levels of performance in a much larger segment of an organization’s workforce.
TALENT MANAGEMENT.
Talent management is a deliberate and coordinated process that aligns systematic planning for the right number and type of people to meet current and future Army talent demands with integrated implementation to ensure the majority of those people are optimally employed.
Talent management extracts the most productivity and value from an organization’s greatest asset – its people. Army talent management integrates people acquisition, development, employment and retention strategies. It begins with entry-level employees and aligns their talents against the demand for them during their entire careers, to include positions at the very top of the Army.
A trusted and open system for managing Army talent will incentivize a culture of development, strength and service
1. Sustains Long-Term Readiness: Talent Management delivers readiness for this fight while preparing for the next.
2. Managing People As Individuals: Talent Management recognizes that everyone has talent strengths, and great organizations maximize individual talents to meet organizational needs by placing the right person in the right job at the right time over time.
3. Better Data leads to Informed Decisions: Talent Management strives to give people and organizations more relevant information to drive better decisions.
4. Empowers Leaders & Individuals: Talent Management allows individuals to define career success for themselves, advertise their talents, seek opportunities in line with those talents, and employed by leaders with direct hiring authority and understanding their team’s specific needs.
5. Tech-Enabled, People Focused: Technology is a compliment to, but not a substitute for, the human dimension of talent.
6. Influences Behavior: Talent Management uses markets and incentives to drive behavior.
7. Fosters a Culture of Assessments: Talent Management promotes organizational, leader and self-awareness through rigorous assessments of individuals and teams
8. Builds Trust: Talent Management builds trust over time through consistency, transparency, balancing individual and family needs with the needs of the Army and honoring commitments made through the management process.
9. Retain Talent: Talent Management reveals granular information about people leading to better and more focused retention decisions of high demand talent.
10 Personal Accountability. Talent Management requires every officer to take ownership of their own personal and career decisions.
11. Flexibility. Talent Management builds flexibility into our career models to better accommodate personal and professional choices to apply to the needs of the Army.
12. Enhances Organizational Agility. Talent Management Army promotes increased organizational agility and innovative out-of-the-box thinking in response to new challenges and opportunities.
Globalization and Human Resource Management:
Human Resources Management Issues, Challenges, and Trends “Now and Around the corner” Chapter 2. During this section the challenge is to link your understanding of the Globalization and Human Resource. Could you explain what is the “global village”. pp. 31-35( Reading A). This chapter discusses globalization and implications and impacts on HRM in the future.
Reflection Point for Chapter2:
· Why do you think companies need to understand the global environment?
·
· Political: • New state tax policies for accounting • New employment laws for employee handbook maintenance • Political instability in a foreign partner country.
· Economic: • International economic growth • Changes in interest rates.
· Sociocultural: • Shift in educational requirements and changing career attitudes • Population growth rate.
· Technological: • Automated processes in the industry • Rate of innovation • Changes in technology incentive.
Consider the millennial generation, who are they and why are they important to Human Resource management?
Something to consider; According to the Pew Research Census Bureau, more than a third of workers today are millennials, born between 1981–2000 (Fry, 2015). Research shows that this large and growing sector of the workforce expects a different work experience than their predecessors, such as GenXers and baby boomers.
As a senior leader, think about why having a fundamental understanding of millennials are important to Army Talent Management and Human Resources?
Human Resource departments exist to find the right people and to keep the right people once they are found. Among other objectives, this mission relates to three specific strategies:
Recruiting, Rewarding and Retaining high-performing employees.
All three strategies are integrated, and, in fact, there are significant overlaps among them (see Figure 8.1). Pp.172-178.
This fundamental strategy holds true for the US Army.
Employee Engagement
Chapter 1 Employee Engagement Creating Positive energy at work (Reading B) by Joan Peters. pp. 2-4.
As you re-read and reflect upon the readings consider the below areas for deep reflection and processing
· What we mean by the term “employee engagement”.
· Is employee engagement the same as employee satisfaction?
· The term “Employee Experience” is used often. Is that the same as employee engagement?
· Is “engagement” just another term for “workaholism”?
· Can the impact of employee engagement on company performance be quantified?
· How important is it to employees that they feel highly engaged at work?
· How does work contribute to well-being?
· How well are companies doing when it comes to employee engagement?
How or what does employee engagement mean within the Army? Does some of the same principles apply based upon your readings?
The concept of employee engagement has become ambiguous, a work-related psychological measure influenced by factors that scholars and researchers have focused on identifying. While the realm of research scholars seeks to identify it, the obvious effects of employee engagement, or, rather, disengagement are consistently
observed in the workplace.
Employee engagement has thus become a high priority for all organizations, as for a company to be successful in a tough business environment, it needs highly competent and highly engaged employees who can meet the employer’s high expectations of them.
The general belief is that when people are engaged and love their work, they do better work. According to a survey conducted by HR.com, over 90% of respondents believed that there is solid evidence linking engagement to performance, and that engagement
has the strongest impact on customer service and productivity.
There is no single definition of employee engagement, but there is wide agreement that it is an emotional commitment to one’s work and a willingness to give of one’s best at work. It is how people feel about their work that determines their levels of energy, ownership, persistence, commitment and initiative.
Does this concept hold true for the Army? Why or why not?
The challenge for leaders is to provide a work experience that brings out the best in all their people, which means more focus on the intangible factors that affect the way people feel about their work. This is often not familiar territory for many leaders, and is certainly an important aspect in our development and growth as leaders.
According to Army Doctrine leader development must foster the cognitive, social, and physical competencies associated with the human dimension. War fundamentally remains a human contest of wills, despite the advances in technology. Producing a professional NCO corps demands a comprehensive Human Dimension Strategy oriented on the individual, the team, and the institution.
The roles and responsibilities for the NCO have always been to lead, train, and care for Soldiers and equipment while enforcing standards. The Army must have a cohort of competent and committed NCOs of character as trusted professionals who thrive in chaos, adapt, and win in a complex world. The Army’s NCO 2020 Strategy provides the ways, means, and ends to develop a professional, trained, and ready NCO corps that is essential to remain as the world’s premier fighting force.
Leader development is further enhanced by recognizing, developing, and maturing talents in Soldiers while simultaneously managing talent to meet the immediate and long-term goals of the ALDS. Together, leader development and talent management build on the fundamentals.
Talent is the intersection of three dimensions—skills, knowledge, and behaviors—that create an optimal level of individual performance, provided individuals are employed within their talent set. Talent management is a way to enhance Army readiness by maximizing the potential of the Army’s greatest asset—our people. By better understanding the talent of the workforce and the talent necessary to meet capability needs by unit requirements, the Army can more effectively acquire, develop, employ, and retain the right talent at the right time. In Army talent management, “best” equals best fit for the work at hand.
_
Assignment Instructions: Analyze the concepts and theories you read about in S301; utilizing key language and terms from these concepts and theories, write a 800-1200 word paper on the challenges of talent management and how a SGM can engage organizational members for competitive success in future assignments while ensuring their organizational members remain adaptable. Keep in mind your analysis of the content material and your personal experience will help you with this paper. This paper can incorporate personal experiences to help illustrate your understanding of the material and to show examples. This assignment also allows for you to write in first person as you illustrate certain experiences within your paper.
Ensure to use good APA 7th Edition writing style, list the references used, and cite them within the paper
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In the process of enterprise risk management, a primary element is the business continuity plan (BCP), which consists of steps to continue operations should a worst-case scenario event take place. Your work on vulnerabilities, threats, and risk in the first two projects will support this.
The BCP assignment will detail the following elements:
resources required and defined stakeholder roles
business impact analysis
recommended preventative controls
recovery strategies
contingency plan that includes implementation and maintenance guidelines and defined procedures for testing the plan
Grades are determined on the ability to clearly articulate a developed, effective business continuity plan that considers relevant environmental factors and aligns with organizational objectives.
This is the third of four sequential projects. There are 13 steps in this project. Begin below to review your project scenario.
Transcript
Competencies
Your work will be evaluated using the competencies listed below.
· 1.4: Tailor communications to the audience.
· 2.3: Evaluate the information in a logical and organized manner to determine its value and relevance to the problem.
· 9.1: Continuity Planning and Implementation: Develop, implement, and maintain a business continuity plan, ensuring alignment with organizational goals and objectives.
Step 1: Review Assigned Organization
The process of business continuity planning addresses the preservation and recovery of business in the event of outages to normal business operations. The output of the process is the business continuity plan (BCP), an approved set of documented arrangements and procedures that enables an organization to facilitate the recovery of business operations, minimize losses, and replace or repair incurred damages as quickly as possible (Ouyang, n.d.).
According to the National Institute of Standards and Technology’s Special Publication 800-34, Contingency Planning Guide for IT Systems, business continuity planning is an ongoing task, the goals of which are to (Ouyang, n.d.):
sustain operations
recover and resume operations
protect assets
SHAPE \* MERGEFORMAT
Goals of the BCP Cycle
In the case of your particular organization (use the one assigned to you in CMP 610 or another organization of your choice), the company may have an existing BCP. However, in your organization, as with many others, the BCP was written, put on the shelf, and rarely, if ever, referenced unless an emergency required implementation.
Knowing this, conduct operations as if there were no existing plan and create a new plan.
The next step will involve planning for the BCP, including establishing a need and defining a scope.
References
Ouyang, A. (n.d.). CISSP common body of knowledge: Business continuity & disaster recovery planning domain. http://opensecuritytraining.info/CISSP-9-BCDRP_files/9-BCP+DRP.pdf
Step 2: Define the Scope
In the first step, you reviewed BCP methodologies. You are now ready to continue the first part of the planning process, which involves establishing the need for a BCP and defining an appropriate scope for the company outlined in the scenario.
The BCP should address aspects of business continuity, business recovery, contingency planning, disaster recovery, and related activities. Focus on those elements that are adequate and expedient, based on your risk assessment for the enterprise.
Governmental agencies are required to develop an enterprise continuity of operations program (COOP). A COOP is a detailed framework that documents how the agency will ensure that essential functions continue through an emergency situation until normal operations can resume. Outside of federal, state, and local government, enterprises call that kind of framework a BCP. Both COOPs and BCPs are created to help organizations recover from disasters.
Consider what aspects of business continuity the BCP will address, such as business recovery, contingency planning, and disaster recovery. Submit a brief description for feedback (one page or less) of the topic areas to be covered in the BCP.
Submission for Project 3: BCP Scope
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In the next step, you will use a risk management framework to put together a business impact analysis.
Step 3: Conduct a Business Impact Analysis
You’ve defined the scope for the BCP. Next, use an established risk management framework to conduct a business impact analysis (BIA).
The BIA provides written documentation to assist Maria and the other executives in understanding the business impact should an outage occur. Such impacts may be financial, in terms of lost revenues and additional expenses; operational, in terms of inability to deliver products and services; or even intangible, in terms of damage to the organization’s reputation and loss of public confidence.
This analysis should include all departments and facilities of the enterprise, list what it would take for each to resume adequate operations to meet the needs of the enterprise, and must include each phase of the recovery activities.
Remember, a key element to “business impact” is the financial aspect. What will it “cost” to take a particular action and, equally important, what could be the “cost” of inaction?
Prioritization is a key to the successful recovery of operations. The sequence of activities is an essential element in your contingency planning.
Use the Business Impact Analysis Template and then upload your BIA here for feedback.
Submission for Project 3: Business Impact Analysis
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In the next step, you will take a look at needed resources and who will be responsible for meeting those needs.
Step 4: Identify Key Resources and Stakeholders
After the BIA, the next step is to identify the key resources necessary and the stakeholders (executives and management) responsible for those resources. Remember, some resources necessary for a successful BCP might be external to the company. Be sure to include these aspects in the plan.
Now that all resources and stakeholders are identified and listed, answer these two questions: What resources are needed? Who are the players?
Expand the table for the BCP by including a column for accountability. With an assumed and reasonable job title, make a list of probable stakeholders responsible for execution of each recovery effort. Clearly identify their respective responsibilities during the reactivation of business processes.
Use the Key Resources and Stakeholders Template to indicate key resources and stakeholders involved in the recovery for feedback.
Submission for Project 3: Key Resources and Stakeholders
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In the next step, you will look at what can be done to prevent or reduce the impact of a significant event.
Step 5: Consider Preventive Controls
After identifying the key stakeholders and resources, take a look at what can be put in place in advance to prevent or reduce risk. Based on previous research, plus what you have learned in the business impact analysis, what could be done to eliminate or minimize the impact of a major event? These are called preventive controls in the business process realm, or risk countermeasure implementation in technology language.
Either way, the BCP should contain controls that can be classified as measures taken in advance of a catastrophe that are designed to reduce the risk of a negative impact. In the process of itemizing the controls, make sure they are properly aligned with organizational goals and the strategic direction of the enterprise.
The preventative controls selected should be aligned with the organizational goals and strategies. You will list these controls in the next step.
Step 6: List Preventive Controls
In this step, you will write a description of the preventative controls that you considered in the previous step. These controls could eliminate or minimize the impact of a major event.
Upload a description of the preventative controls to be used in the BCP here for feedback.
Submission for Project 3: Preventive Controls List
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In the next step, you will conduct research on recovery strategies.
Step 7: Research Recovery Strategies
A BCP is uniquely different from a complete disaster recovery plan (DRP), neither of which is a small undertaking. Both are required to return the enterprise to 100 percent functionality. The view for the enterprise is to have one BCP that contains multiple DRPs generally broken into department or business function categories.
The BCP is an overarching strategic approach to getting any business back “in” business with all mandatory functionality as soon as possible after disaster strikes. This is why the previous steps and projects have required these elements to be identified and prioritized. As such, the BCP is not as detail-oriented as the DRP and only contains DRP requirements that are absolutely mandatory to get the business back in action at the earliest opportunity.
The DRP is usually more technical, very specific, and very much a necessity in today’s highly connected technology infrastructure. The DRP includes descriptions of data backup strategies, recovery sites, and postincident requirements.
There will naturally be several aspects of the rebuild that might not go exactly as planned. This exercise will be to demonstrate an ability to follow multiple paths in a decision tree environment. The objective will be to create a drawing or descriptive list that follows both options to each decision of “yes” or “no” or “success” or “failure” to the reconstructive effort.
Specifically, for each step, conclude with an answer to the question “was the action successful?” If “yes,” what is the next step? Or, if “no,” what is the alternative step to take next? Continue this process until you have successfully returned to operational status or determined you cannot reactivate under current circumstances. If the result of the plan is an inability to recover, the plan needs additional work to make it successful.
In the next step, you will document the selected recovery strategies.
Step 8: Document Recovery Strategies
Now that you have researched recovery strategies as they pertain to a BCP, list or map multiple strategic options to accomplish the recovery effort. Upload a description of the planned recovery strategies here for feedback.
Submission for Project 3: Viable Recovery Strategies
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When that is complete, move to the next step, where you will consider how the contingency plan will be implemented and maintained.
Step 9: Develop Implementation and Maintenance Procedures for the Contingency Plan
You’ve documented recovery strategies and are well on the way to completing the BCP. But writing a BCP is not enough. You must also have a clear plan for implementing and maintaining the BCP. Answer these questions:
What resources are needed?
Under what conditions, such as fire, natural disasters, occurrence of a terrorist attack, etc., will the BCP will be activated?
How will stakeholders be made aware of the policies and procedures of the BCP?
How will employees be trained on the plan? How often will training occur? Will there be a general training for all employees or role-based trainings for people in specific functional areas?
How/where will the plan for stored for safekeeping and accessibility when needed?
When and how will BCP maintenance reviews be scheduled?
How will updates and changes to the plan be handled? How often will the plan be updated?
In this step, begin to develop a strategy for how the BCP will be implemented and maintained. This information will be used in Step 11, in which the contingency plan will be documented. Next, you will develop testing procedures for the plan.
Step 10: Develop Testing Procedures for the Contingency Plan
You’ve begun to outline your strategy for how to implement and maintain a BCP. It is also important to conduct business continuity testing to evaluate the effectiveness of a preparedness program in practice. This will give insight into whether the parts of the preparedness program will work and can help identify aspects of the BCP that work on paper but are ineffective or impractical in reality.
Examples of BCP Tests
Types of Tests
Description
Structured walk-through
Step-by-step review of BCP plans with organization’s functional representatives
Checklist test
Functional representatives review BCP plans and check off the points that are listed to ensure concerns and activities are addressed
Simulation
A scenario-based practice execution of the BCP plans.
Parallel test
Operational test conducted at the alternate site(s).
Full interruption test
Full-scale operational test including shutdown of primary site and recovery of business operations at alternate site(s).
Source: Ouyang, A. (n.d.). CISSP common body of knowledge: Business continuity & disaster recovery planning domain. Used under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported license.
Taking time to develop, document, and test consistent processes and controls will also help you prepare for the annual audit of your information security system under any of the commonly used security and audit frameworks. Under these security and audit methodologies, auditors will gather information about the organization’s security systems, confirm that appropriate security measures are in place, and provide a report on their findings.
Now develop your strategy for how the BCP will be tested. Your plan will be included in the contingency plan to be submitted in the next step.
Step 11: Document the Contingency Plan
You’ve developed testing procedures. However, an effective BCP must outline how the plan will be implemented and maintained and also how it will be tested to ensure its viability in a real emergency situation. Therefore, an integral part of the BCP should be a discussion of plans for implementation and maintenance and for business continuity testing.
Upload your contingency plan with a description of how the BCP will be tested and plans for ensuring the proper implementation and maintenance of the plan here for feedback.
Submission for Project 3: Contingency Plan
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Step 12: Consolidate and Update Your Work
You’ve documented testing and implementation procedures, and the plan is nearly complete. In the next step, you will submit your final BCP. Take some time now to update your work on the project to this point and make updates based on feedback received or new information uncovered.
In the final step, you’ll complete and submit the BCP.
Step 13: Write the Business Continuity Plan (BCP)
Use the results from the previous steps to create a five- to seven-page business continuity plan. Explain the thought process of creating the specific plan steps and how each is related to business strategy considerations.
Use this Business Continuity Plan Template to submit your final assignment.
Check Your Evaluation Criteria
Before you submit your assignment, review the competencies below, which your instructor will use to evaluate your work. A good practice would be to use each competency as a self-check to confirm you have incorporated all of them. To view the complete grading rubric, click My Tools, select Assignments from the drop-down menu, and then click the project title.
· 1.4: Tailor communications to the audience.
· 2.3: Evaluate the information in a logical and organized manner to determine its value and relevance to the problem.
· 9.1: Continuity Planning and Implementation: Develop, implement, and maintain a business continuity plan, ensuring alignment with organizational goals and objectives.
Submission for Project 3: Business Continuity Plan
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1. The Nature of International Aviation Business and Management
Historical International Aviation Events
After completing your readings for this week, review other sources to obtain data on historical international aviation events. Respond to the following prompt:
Identify a historical international aviation event that you found interesting and show how it impacted a current global policy or practice. Post a question about your finding that you would like your classmates to answer. Write a minimum of 250 words. You must provide citations and references to support answers. Use at least one outside reference source cited in current APA format.
2. Airport Master Plans
An Airport Master Plan is a tool used to analyze market trends, assess facility requirements, anticipate growth, and guide future airport development. Choose one of the following Master Plan Updates. Focus on the Executive Summary portion of the plan.
Summarize the Airport Master Plan. Discuss the factors driving the growth or the decline of the airport. In particular, what design challenges do you find of interest?
3. Publication Review and Summary
In this activity, you are required to review these publications (along with additional resources) in order to complete subsequent activities.
After reviewing the important publications points from below, report on the contents of the document you believe will be the most useful to you in designing a new runway at your home airport. Summarize its contents, adding personal comments as necessary. Your report must be a minimum of 2 pages (not including reference page).
Review one large FAA publication or several smaller FAA publications.
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Review the video below and write a two page review plus cover page and reference page. The first page of your paper should be a summary of the video. The second page is an opinion page covering how your company does or should use the information provided.The Secret to Successful Crisis Management in the 21st Century – Melissa Agnes TEDx Talkhttps://www.youtube.com/watch?v=VQGEPEaEWtgoutube.com)
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