Storage And Collaboration In The Cloud Free Essay

Some users are still not comfortable storing data in the cloud. How would you convince them that it is safe?

Cloud data storage is a relatively recent trend that has become popular all over the world. However, many people are still uncomfortable with using cloud storage tools, as they believe that cloud technologies are neither safe nor secure. In fact, cloud data storage is safer than conventional data storage, as noted by Hardy (2017). Despite the common preconception, cloud data is stored not online but on hard drives (Hardy, 2017).

The only difference between conventional data storage and cloud storage is that with cloud storage, the data is stored on multiple servers all over the world so that the loss of data becomes impossible. Apart from protecting users from losing data, this also allows increasing the productivity of devices and eliminates the need to transfer documents or data via flash drives or e-mail.

List the pros and cons of using the following collaboration tools: Wiki, Blog, IM, shared documents

Cloud storage also enabled companies to use various online business collaboration tools, such as wiki, blogs, instant messaging, and shared documents. One of the most significant advantages of using such tools is that they allow employees and partners from different cities or countries to collaborate in real-time. Through cloud storage technologies, shared document platforms, such as Google Drive, allow storing important documents online for all participants to access and edit on their computer or mobile device. Moreover, online collaboration tools can help to reduce business costs. For instance, instead of making expensive international calls, workers can use instant messaging.

Nevertheless, there are also some disadvantages to the proposed online collaboration tools. Although the interface is usually clear and comprehensible, some participants may struggle with using online collaboration tools and thus require explanation and training (Kinsey & Carrozino, 2011). Moreover, allowing many people to access documents can be risky – for instance, a participant can delete an important document by mistake. Nevertheless, these issues can be solved with appropriate instruction and regulation, and the advantages of using online collaboration tools far outweigh the possible concerns.

References

Hardy, Q. (2017). Where does cloud storage really reside? And is it secure? Times Insider. Web.

Kinsey, J., & Carrozzino, A. L. (2011). Working in a Wiki: A tool for collaboration among virtual teams. Journal of Extension, 49(6), 1-3.

Crisis Response Program For Rural Areas

While developing a crisis response program for rural areas, it is essential to pay attention to the specific needs of those people who live there because of their limited access to care services and support in case of emergency. Therefore, the equitable distribution of resources and funds in these territories is a goal for those persons who are responsible for planning crisis response programs (Crandall, Parnell, & Spillan, 2014). The problem is in the fact that small- and medium-sized rural communities are often isolated from urban areas; therefore, they suffer from consequences of disasters and other emergent issues more often than citizens of towns and cities.

Rural areas usually lack the necessary crisis infrastructure, and the distribution of funds at the community, county, state, and national levels should be organized according to the following plan: 40% for community and counties, 30% for conditions, and 30% for the federal level. Most resources and funds are needed at the community levels to build shelters, provide financial support to disadvantaged populations, organize mobile crisis teams and transportation, and provide mental health support. Furthermore, 30% of resources are required for states to manage the distribution of resources, as well as the control and coordination of programs. The rest portion of the funds is necessary to organize federal control over the distributed resources and the programs’ realization.

In order to guarantee that policymakers are focused on ensuring the equitable distribution of funds in the situation of crisis, it is necessary to concentrate on the following strategies: to conduct the needs assessment in rural territories to assess the situation and develop preparedness plans; to accentuate the needs of isolated and impoverished communities; to assess individuals’ abilities to cover their financial needs in case of emergency or disasters. The main focus is on the necessity to conduct regular assessments of communities’ needs in order to prepare and adapt crisis plans and distribute funds accordingly (James & Gilliland, 2017). Reports and evaluations should be discussed with state policymakers on a regular basis to adjust crisis programs and address the set goals. Moreover, it is essential to pay attention to the fact that funds for the crisis programs’ realization should be generated at federal levels, and the purpose of state authorities in this situation is to prepare reasonable plans to cover all communities’ needs. The actual distribution of funds should be realized at the county and community levels to cover costs associated with organizing crisis teams, centers, shelters, and support services.

Currently, a similar approach is followed by the Kentucky Community Crisis Response Board, which has prepared the disaster program after the assessment of communities’ needs. Today, this organization regularly reviews the proposed plan and changes it according to the current needs of the region, depending on forecasts regarding possible natural disasters (Kentucky Community Crisis Response Board, 2016). This approach allows for coordinating the activities of authorities at state and local levels in order to prepare communities for emergent situations in the most efficient manner.

It is important to note that crisis management requires many efforts and resources to be realized effectively. Much attention should be paid to the role of states and communities in developing appropriate crisis response programs. Furthermore, the critical issue is the distribution of financial resources. It is possible to state that the focus on the needs of communities is essential to guarantee the fair distribution of funds in rural and isolated areas.

References

Crandall, W. R., Parnell, J. A., & Spillan, J. E. (2014). Crisis management: Leading in the new strategy landscape (2nd ed.). Thousand Oaks, CA: Sage Publications.

James, R., & Gilliland, B. (2017). Crisis intervention strategies (8th ed.). Scarborough, ON Nelson Education.

Kentucky Community Crisis Response Board. (, 2016). Crisis response. Web.

Disaster Management And Training For Emergency

The levels of training for emergency response should be part of the crisis plan. One of the significant disadvantages of the disaster management model demonstrated during Hurricane Katrina was the lack of centralized control points that would coordinate disaster response and the emergency evacuation processes. The need for centralized control is explained by the fact that the lack of it increases the risks of neglecting certain parts of a population when conducting emergency activities, leading to higher numbers of victims (James & Gilliland, 2012). A way to achieve better centralization is to work on training on different levels. A federal training program may be beneficial, but it should not be disregarded that time is the most valuable resource in emergency management, which is why a system that lacks autonomous regulation and operation has severe disadvantages in comparison with a system that can respond to disasters or similar circumstances on the local level.

However, training is done in advance, not at the time of a crisis, which is why splitting it into two stages—training in federal centers with further distribution of trainers into local centers—can be beneficial. A national emergency management training center’s existence ensures a higher level of cooperation, experience exchange, and knowledge accumulation (Haddow, Bullock, & Coppola, 2013). If I was appointed as the top contact person on the state level for crisis management, I would contribute to federal disaster management programs by adjusting a continuous flow of communication. Since disaster management is a complex of efficient activities, national and state-level training cadres should be primarily composed of experts who have experiences of dealing with real-life crises as opposed to functionaries who only have experiences of reflecting on them. Therefore, the network of communication will be based on the twofold practice where local communities contribute to the expertise of state-level and federal emergency management centers (down-top), and those centers engage in training highly qualified emergency managers and forwarding them to local communities for training as well as practice (top-down).

I would like to emphasize the importance of practical skills in crisis management. If I was to manage crisis and emergency preparation, I would pay considerable attention to creating a staff that has experience in dealing with disasters as they unfolded. Of course, the existing knowledge on the effectiveness of different approaches to disaster management should be appreciated and incorporated into training programs, but it is hardly capable of substituting the actual experience of acting under the circumstances of a disaster. Disasters always come unexpected, and even highly qualified managers can fail to manage them effectively due to the pressures of stress. Having experience of being exposed to these pressures is indispensable.

Upon reflecting on the necessity of proper training, I think that the disaster recovery budget should incorporate professional training as a measure to prepare for better management in the future. As the current account includes a total of 16.2 percent for economic development and state administration (“Mississippi disaster recovery division,” 2017), I would recommend increasing this portion or reconsidering its components for the purpose of allocating funds to training. Although training should focus on practical skills, it should also cover measures that local managers can take to mitigate possible adverse effects of disasters, such as creating jobs and funding underprivileged communities and neighborhoods to reduce the level of vulnerability.

References

Haddow, G., Bullock, J., & Coppola, D. P. (2013). Introduction to emergency management. Waltham, MA: Butterworth-Heinemann.

James, R., & Gilliland, B. (2012). Crisis intervention strategies. Scarborough, ON Nelson Education.

Mississippi disaster recovery division. (, 2017). Web.

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