Information, Risk, Security & Crisis Management, Postgraduate Course

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Seminar or Course # 029, Information, Risk, Security and Crisis Management Course, Leading to Diploma – Postgraduate – in Information, Risk, Security and Crisis Management, Double Credit, 60 Credit-Hours, accumulating to a Postgraduate Certificate, with 120 additional Credit-Hours, and a Postgraduate Diploma, with 300 additional Credit-Hours. Course Contents include: Defining risk, Contextualising Risk, Formulating Risks Statements, Risk Examples, Non-Risk Examples, Proposal Risk, Performance Risk, Management’s perception and calculation of risk, Risk probability and improbability, The traditional ‘number line’ and traditional risk management calculation,  ‘Risk-Improbability Scale Or Continuum’,  Understanding risk in organisations, Analyzing and identifying risk in organisations, Developing strategies and approaches to treat and manage risk, What is Risk Management?, Continuous Risk Management Example, Non-Continuous Risk Management Example. Information, Risk, Security and Crisis Management Seminar or Course, Leading to Diploma - Postgraduate - in Information, Risk and Security Management. -


 Information, Risk, Security and Crisis Management Course:


Course Co-ordinator:        

Prof. Dr. R. B. Crawford is Course Coordinator. He is the Director of HRODC Postgraduate Training Institute, A Postgraduate-Only Institution. He has the following Qualifications and Affiliations:

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.


For Whom This Course is Designed

This Course is Designed For:

  • Managers, executives and those responsible for dealing with risk management in their organisation;

  • All risk managers working in commercial, industrial, consultancy, charitable or public sector organisations;

  • Newly qualified graduates wishing to develop their understanding and knowledge, of the risk management profession and gain further qualification in recognition of this;

  • Risk management professionals who have the desire to become future risk managers;

  • Insurance Practitioners;

  • Corporate governance, experts, and practitioners;

  • Auditors;

  • Occupational health practitioners;

  • Safety Officers;

  • Security Officials;

  • Treasury workers;

  • Actuarial and banking professionals;

  • Project management experts;

  • Health care professionals;

  • Compliance officers;

  • Surveying engineers;

  • Risk engineering;

  • Those with a general interest in risk and risk management issues.

Duration: 6 Days


     Cost:  £6,000.00 Per Delegate          


The course cost does not include living accommodation. However, delegates are treated with the following:

  •  Free Continuous snacks throughout the Event Days;  

  •  Free Hot Lunch on Event Days;                           

  •  Free City Tour;             

  •  Free Stationery;                               

  •  Free On-site Internet Access;

  • HRODC Postgraduate Training Institute’s   Diploma – Postgraduate in Information, Risk, Security and Crisis Management; or

  • Certificate of Attendance and Participation – if unsuccessful on resit.


HRODC Postgraduate Training Institute’s Complimentary Products include:

  • HRODC Postgraduate Training Institute’s Leather Conference Folder;

  • HRODC Postgraduate Training Institute’s Leather Conference Ring Binder/ Writing Pad;

  • HRODC Postgraduate Training Institute’s Key Ring/ Chain;

  • HRODC Postgraduate Training Institute’s Leather Conference (Computer – Phone) Bag – Black or Brown;

  • HRODC Postgraduate Training Institute’s 8GB USB Flash Memory Drive, with Course/ Programme Material;

  • HRODC Postgraduate Training Institute’s Metal Pen;

  • HRODC Postgraduate Training Institute’s Polo Shirt.


Location:  Central London and International Locations


Daily Schedule: 9:30 to 4:30 pm.



Course Objectives


 By the conclusion of the specified learning and development activities, delegates will be able to:

  • Demonstrate an understanding of the ‘risk context’;

  • Demonstrate an understanding of the variety of disciplines to which risk management is applied;

  • Develop an Information Security Policy and Identify their Organisation's Key Information Assets;
  • Formulate effective risk statements;

  • Provide risk examples, distinguishing them from non-risk examples;

  • Distinguish between continuous risk management and non-continuous risk management;

  • Demonstrate an Understanding of risk in organisations;

  • Exhibit an understanding of potential sources, impacts and consequences of risk;

  • Exhibit their ability to identify and analyse risk in their organisations;

  • Evaluate likely risks and consequences within and outside a organisational context;

  • Develop strategies and approaches to manage risk in organisations;

  • Develop a risk management plan;

  • Implement risk management plans;

  • Assess the options for accommodating risks;

  • Prioritise risk management efforts;

  • Demonstrate a heightened understanding of crisis management;

  • Illustrate the salient steps that they would take towards continuity management and disaster recovery, in the context of a national disaster;

  • Demonstrate their skills at contingency planning in organisational and national contexts;

  • Determine the most expedient approach that they would follow to ensure that continuity management is effected, within an organisational and national contexts;

  • Exhibit their esteemed confidence in their ability to function effectively in business continuity management;

  • Contextualise the importance of logistics in recovery planning;

  • Apply newly learnt risk management techniques to their workplace;

  • Internalise the relationship between

  • Information and National Security;

  • Conceptualise Information as ‘Secret’;

  • Argue the case for and against Information Moratorium;

  • Determine the relationship between information confidentiality and risk management;

  • Suggest the different ways in which information might be used by organisations and governments as a ‘control mechanism’;

  • Determine implications of the Information Act for Internal Security;

  • Evaluate the ‘reality’ of Data Protection Act 1998 in a Security Conscious Society; and

  • Debate the extent to which the Freedom of information Act facilitates or impinges on National Security.

 Course Contents, Concepts and Issues

 Part 1: Understanding Risk

  • Defining Risk;
  • Contextualising Risk;

  • Formulating Risks Statements;

  • Risk Examples;

  • Non-Risk Examples;

  • Proposal Risk;

  • Performance Risk;

  • Management’s Perception and Calculation of Risk;

  • Risk Probability and Improbability;

  • The Traditional ‘Number Line’ and Traditional Risk Management Calculation;

  • ‘Risk-Improbability Scale or Continuum’;

  • Understanding Risk in Organisations;

  • Analyzing and Identifying Risk in Organisations;

  • Developing Strategies and Approaches to Treat and Manage Risk.

 Part 2: Risk Management

  • What Is Risk Management?

  • Continuous Risk Management Example;

  • Non-Continuous Risk Management Example;

  • Evaluating Likely Risks and Consequences;

  • Assessing the Options for Accommodating Risks;

  • Prioritising Risk Management Efforts;

  • Developing Risk Management Plans;

  • Authorising the Implementation of Risk Management Plans;

  • The Context of Risk Management in Organisations;

  • The Link between Risk Management and Governance Arrangements;

  • Risk Management Standards; 

  • The Differing Levels of Risk within an Organisation, Business Risk, Project Risk and Process Risk;

  • Developing Criteria for Determining Acceptable Levels or Residual Risk.

 Part 3: Crisis Management: Security and Natural Disaster Recovery

  • Contingency Planning;

  • Continuity Management and Disaster Recovery;

  • Recovery Planning;

  • Recovery Planning and Logistics;

  • Business Continuity Management;

  • Introduction to ISO 22301 (from BS 25999): Business Continuity Management;

  • Business Recovery Management.

 Part 4: Information Security Management (1) 

  • Defining Information Security Management System;
  • Types of Information Security;

  • Physical Controls;

  • Purpose of Information Security;

  • Threats to Confidentiality;

  • Confidentiality;

  • Personnel Security;

  • Risk Management in Organisation; A Systems Perspective;

  • The Self-Hack Audit;

  • Information Security Policy – Organisational Information as Assets and Resources;

  • The Role of the Information Security Management System (ISMs) Auditor.

Part 5: Information Security Management (2)

  • The Auditor’s Plan;

  • The Auditor’s Report;

  • Asset Classification and Control;

  • Personnel Security;   

  • Physical and Environmental Security;

  • Communications and Operations Management;

  • Access Control; 

  • Systems Development and Maintenance;

  • Business Continuity Management;      

  • Information Security Compliance;

  • Information Security – Confidentiality;

  • Understanding an Organisation’s Information as Assets and Resources;

  • Asset Classification and Control


Part 6: Information as Intellectual Capital – Industrial Espionage and Industrial Sabotage

  • Distinction between Data and Information;

  • Primary and Secondary Data;

  • Primary and Secondary Sources of Information;

  • Secondary Sources of Information;

  • Primary Sources of Information or Data.

  • Information Systems: Definition; 

  • Need for Constant Review of Information System;

  • Characteristics of an Effective Information System.

  • Organisational Information and Security;

  • Protecting an Organisation’s Intellectual Capital;

  • Investigating and Averting Industrial Espionage;

  • Detecting, Dealing with, and Averting Industrial Sabotage.

Part 7: Information and National Security

  • Information as ‘Secret’;

  • Information Moratorium;

  • In Formation and Confidentiality;

  • Information as a Control Mechanism;

  • The Information Act and Its Implications for Internal Security;

  • Data Protection Act 1998: Whose Data?;

  • Freedom Of Information Act: National Security Provision.