Research Paper on:
Business and Contingency Thinking

Unformatted Sample Text from the Research Paper:
disasters and plan for a response to those disasters, or, where possible actions to mitigate or limit the occurrence of a disaster. This cannot fail to impact on the  strategic choices and the organisational structure of a company. The idea is to ensure that whatever disaster occurs the organisation will survive will minimal damage. This manes putting in  place plans, and also separating the core functions, or duplicating them in different areas, so that not all of the companies key success factors are located in a single area  that can be wiped out in a single blow. This may mean that contingency thinking show a company the dangers of everything being located in a single office. The  dangers of events such as the September the 11th terrorist attacks may be rare, but they do indicate the dangers an organisation may face is an entire building is knocked  down. For many companies inside the world trade centre this was a devastation, but with back up systems located at different places and in many cases disaster recovery plans in  place including call centres in different areas that could step in ready to take over, contingently planning had shown its worth. With companies that had offices in different areas, either  nationally or internationally there is also an indication of the mitigation of damage that may be achieved with the spreading of risk over different locations. Contingency thinking cannot plan for  all disasters, therefore, there has to be a system in place to determine what disaster require contingency plans. It would be economically impossible to plan for all disasters, therefore, it  becomes a strategic choice, not only in terms of planning, but also in everyday operations. Risk may be assessed on two sliding scales to assess how worthy of contingency