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The world is in the midst of an all-purpose technological revolution based on management systems related to the economy and events. The macroeconomic benefits of the event management based revolution are already apparent in some economies, especially the United States and the United Kingdom. However, it should be mentioned that historical experience has shown that such revolutions have often been accompanied by financial booms and busts, and the aspects of an intelligent system for management in respect to organisations and businesses, especially in the UK has been no exception.

It should be mentioned in the initial phases of the paper that the term intelligent system for management is not really a well-defined term to start with. The definition of an intelligent system for management is rather vague and a major part of the materials that are published in relation to the intelligent system for management failed to define the concept as most of the materials appeared to be rather ambiguous while it came to the point of providing a static definition for the term intelligent system for management. This has been the scenario since this concept of an intelligent system for management came into existence and its inception is rather unformulated in nature.

However, it could be recalled that in a general sense the term intelligent system for management is used in a wider context within the business communities. In this regard, the concept of an intelligent system for management is considered an important tool in the world of market induced competitive advantages and survival strategies of the companies.

The term can be used for an infinite number of variables. In this case, it is to be taken into consideration that a firm may generate enough potential to govern the absolute majority in altering the time-tested paths of the usual tricks and trade of a genuine organisation by differentiating itself and thereby gaining a significant amount of comparative advantage over its rival companies. Therefore, an intelligent system or knowledge is important to the business. Therefore, it is evident that the protection of an important factor is an equally important factor for any business. (Sen, 2001)

Having a good understanding of Business continuity planning or management is one way of protecting knowledge. In other words, a sound understanding of business continuity planning and disaster management helps to enrich the practice of knowledge management in a decisive manner.

It is to be noted that in recent forms of the business suffers most when knowledgeable senior workers leave the job at retirement. This could be regarded as a huge loss in terms of knowledge as this knowledge was gained mostly from experience and there are apparently no alternate means to replace this loss of knowledge. Thus, an intelligent system is required to replace.

This replacement can be tackled by the means of business continuity planning whereby through a measured path of principals the optimum level of knowledge restoration is possible. According to business continuity, planning the first step involved is to assess the knowledge continuity conduct. The next step is the determination of the scope and objective of business continuity planning initiatives. Then the policy of establishing coordination responsibility in respect of the accomplishment of the business continuity planning is implemented. After this phase, the business continuity-planning sketch is initiated with applicable measurements available.

The next step involves creating a perfect methodology of business continuity planning in accordance with the business and organizational need to produce and relocate the operational knowledge. Lastly, a scheme or method is formulated whereby the operational knowledge would be safely transferred in the optimum and utilitarian mode.

In the issue of April 2005 Journal of Knowledge Management Practice Lori J. Morgan of Tacoma General Hospital, Michael E. Doyle of Madigan Army Medical Centre and James A. Albers of Pacific Lutheran University published an article relating to this problem of Knowledge management in the hospital and health care sector named Knowledge Continuity Management In Healthcare.

According to the trio, One approach to address this growing problem is through knowledge continuity management. Continuity management is the efficient and effective transfer of critical operational knowledge from transferring, resigning, terminating, or retiring employees to their successors. Continuity management can provide cost savings and improved productivity, which is critical in the current competitive healthcare market. It will provide procedures to increase operational knowledge resulting in reduced turnover and improved patient care. (Morgan, Michael & Albers, 2005)

Thus, it is certain that the accomplishment of the business continuity planning leads to a number of facilities for the organization in the context of an intelligent system for management. This effort invested for recovering and restoring operational knowledge would make it possible for the organization to improve in the perception of quality, quantity, replacement. From the financial point of view, this is also extremely helpful and in the context of time saved it is simply unparallel.

Similarly, within the sector of disaster management, quite a few principals predominantly point towards the restoration of knowledge in the context of an intelligent system for management. For example, the incident of 9 /11 indicates the need for Disaster management within the perimeter of an intelligent system for management. There are other suitable examples too. As for 9/11, it was seen that it is possible for disaster to take place at any and every circumstance and that there is a vital need for precautionary measures to be taken in the context of an intelligent system for management and Knowledge restoration.

Moreover, in the postmodern era, all business is driven by the basic industry of knowledge base. It is knowledge more than anything else that is proved the driving force of the market-driven economy. Harnessing intelligence or knowledge in the proper matter is the key factor for success for the future market too. Thus, an intelligent system for management is regarded as an asset these days and it is not a term taken in the evaluation of philosophy but it is the amount of knowledge that translates into economy both in the macro and micro sense of the word. This is why it is so important to have a sound knowledge of the principal of disaster management and restoration of knowledge in order to follow the principals of an intelligent system for management in a more intricate manner.

To achieve this sound base in disaster management it is extremely important to identify the vital intelligent resources and the means to protect them. By the term identification of vital intelligent resources it is meant that inventory, risk assessment and classification should be made at the primary level. Along with these vital ingredients, there should be identification in relation to knowledge map and expert map. The next level of the procedure of the restoration and prevention of intelligent systems for management under the jurisdiction of disaster management is the prevention sector.

Under the Prevention sector, the most vital ingredients or variables are Policy, role, leadership, communication, responsibility, organization, education and awareness. The step that comes next after prevention methods or principles is the Protection phase. Here the variables are assessments of threat, development of a protective strategy and implementation of the knowledge assets protection principals. The last of these stages of protection of knowledge under the parameter of disaster management is the phase of Preparedness. This section is executed by regular audit, emergency planning, team, leadership, drills, recovery and salvage of procedures. (Stainton, Stenner, Gleesen, and Stainton, 2005)

It could be enumerated that the principal concepts and applications of disaster management could be derived into the pasture of the intelligent system for the management sector in a more intricate manner where the details of the disaster management theories could be of well use to the former management sector of intelligence. However, this could be done with the help of a complete understanding of the latter management principals. Thus in the act of protection and restoration of intelligence the principals of disaster management can help by eightfold operational planning.

These could be enumerated as a briefing at the executive level, the total assessment of threats, ascertaining and identifying the critical sector of the knowledge assets. These steps would be followed by the classification of the assets of the intelligent system for management. After this, a protection strategy would be formulated and then the staff would be educated in the field of knowledge protection. Alongside, there would be intricate planning for an emergency. Lastly, a report would be prepared to settle the whole matter in the context of knowledge protection.

Therefore, it could be ascertained and safely stated that it is so obvious that a sound understanding of business continuity planning and disaster management help enrich the practice of intelligent system for management is the most effective manner.

Bibliography:

Morgan, Lori J., Doyle, Michael E., Albers, James A. 2005, Knowledge Continuity Management In Healthcare, Journal of Knowledge Management Practice, page 1, paragraph 1.

Sen, S; (2001); Thinking and Acting within the Box; ABP Ltd. Page 98. Paragraph 3.

Stainton Rogers, R., Stenner, P., Gleesen, K. and Stainton Rogers, W. (2005) Organizational Intelligence: A Critical Agenda. Polity Press, Page 174-175 Paragraphs 4-1.

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