ORGANIZATIONAL FLEXIBILITY AND CHANGE FOR MANAGING THE BUSINESS CONTINUITY

The contemporary tendency of any advanced business entities is predominantly aimed at establishing a model through which they would simultaneously recover from business disruptions, distortions, conjunctions, loose of public image and other manifestations of organizational crises and at the same time build-up skills and capabilities to prevent and further anticipate the potential for future mismanagement related their processes and behavior. In effecting the above objectives, a proper, consistent, integrated and standard-based managerial approach is crucial for creating the Business Continuity Management (BCM) as a continuous struggle for an integration of stability and change, flexibility and continuity, as well as stimulus that leads to harmonization of processes of external adaptation and internal integration. Managers are increasingly attempting to measure and manage an optimal developmental path, in which the clear determination of signs of crises possesses not only external, but more intensively internal managerial implication. The importance of applying the BCM model is predominantly expresses at organizational, but also at group/team level, as well on personal managerial and non-managerial degree, aimed at increasing the organizational effectiveness and efficiency.