Aspect Of The Us Technology Management System Essay

Disaster is anything that can occur causing damages, an ecological disruption and deterioration of health and the health services. Disaster can be manmade or natural disasters such as floods. When disasters like flooding or tornadoes that may be accompanied by floods occur, the public health personnel and public health nurses are normally the first people who respond to the emergency, given that they are the people who understand and know the available resources used in providing first aids to the affected victims.

NIMS is a uniform set of processes and procedures that emergency responders at all levels of government will use to conduct response operations. NIMS helps improve cooperation and interoperability among organizations. The framework is adaptable and accessible. It encourages all hazards preparedness. NIMS enables a variety of organizations to contribute successfully in emergency management and incident response. NIMS creates uniform professional emergency management and incident response practices.

The Federal Emergency Management Agency has developed and implemented many practices for managing both natural and man-made disasters. Emergency managers play an important role in ensuring these practices are fulfilled entirely and all disasters are handled efficiently and effectively. Through the development of plans emergency managers work to reduce vulnerability to hazards and cope with disasters. Emergency management does not avert or eliminate the threats but instead focuses on decreasing the impact of disasters. Issuance of the Homeland Security Presidential Directive 5 (HSPD-5) has forced Homeland Security to manage domestic incidents better and they have done so through the National Incident Management System (NIMS). The NIMS system offers a reliable nationwide model to assist “Federal, State, tribal and local governments, nongovernmental organizations, and the private sector to work together to prevent,

Historically, the United States has been one of the few Western societies to be secluded from major international conflict within domestic borders. As terrorism, a problem that seems to be borderless, natural disasters, and unconventional warfare continue to rise the citizens of the United States have begun to see its effects firsthand. This devastation has prompted a change in management of incidents that is affecting the traditional roles that agencies play in response efforts to mitigate the situation. Agencies with major responsibilities to disaster response have begun to examine other Democratic Western Countries to discuss, as well as collaborate on possible improvements. One country that departments are creating collaborative

You may have heard the term National Incident Management System (NIMS). The NIMS is a companion document to the National Response Framework (NRF), and provides a comprehensive, national approach to incident management that is applied and followed at all jurisdictional levels: local, tribal, State, and Federal; and across functional disciplines: fire, health, law enforcement, and transportation. The NIMS provides the template for the management of incidents, while the NRF provides the structure and mechanisms for National-level policy for incident management.

When the gale force winds and extreme storm surges brought by Hurricane Katrina slammed headlong into the Gulf Coast on August 29th, 2005, the damage caused by the catastrophic weather event was not limited to the swamped buildings of New Orleans and the sunken dreams of its residents. In just over a week's worth of time, Hurricane Katrina swept away the shared sense of trust that the American public placed in its government, and exposed the institutional mismanagement inherent to federal agencies such as the Federal Emergency Management Agency (FEMA) and the Department of Homeland Security (DHS). Due to communication breakdowns between local, state and federal officials, inefficient deployment of critical resources and equipment, and a startling unwillingness to cooperate for the common cause of public safety, over 1,800 people lost their lives and more than $80 billion in property damage was incurred. The complex chain of events presented within Case Study 3.1, entitled The Katrina Breakdown, demonstrates both the sheer enormity of coping with such a destructive natural disaster, and the gross negligence displayed by the public officials charged with employing the means of disaster management. By comparing the various actions and directives of the "five government officials … who were criticized for their response to the disaster: New Orleans Mayor Ray C. Nagin, Louisiana Governor Kathleen Blanco, FEMA Director Michael Brown, DHS Secretary Michael Chertoff, and President

The National Incident Management System is designed to standardize all aspects of emergency management from various agencies throughout all levels of government. It is designed to unite disparate organizations cast together for a single purpose through use of common processes, communication, terminology, and management practices. The National Incident Management System (NIMS) has gradually been introduced and implemented in local and state jurisdictions nationwide since 2004. However, compliance reporting is the sole responsibility of the implementing agency. With disaster related federal funding directly tied to compliance rates, it is expected these reports would show ongoing compliance. Case studies have found answers regarding

When FEMA is called into action, they utilize a specific system called the National Incident Management System or NIMS. The National Incident Management System is designed as a systematic way of coordination between the public and private sectors to manage response efforts for several types of incidents to aid in preventing loss of life and damage. It is also designed as a standard, cooperate tool used for managing incidents. “The concepts contained herein provide for a flexible but standardized set of incident management practices with emphasis on common principles, a consistent approach to operational structures and supporting mechanisms, and an integrated approach to resource management” (Department of Homeland Security, 2015). The NIMS has several functions that work in association to provide the necessary tools for response efforts. These functions include: NIMS Doctrine Supporting Guides and Tools; Training; Resource Management and Mutual Aid; Implementation Guidance and Reporting; NIMS Alerts; FEMA NIMS

Disaster is an unexpected occurrence that caused enormous physical, economic and social damages to the affected community in such as way that they cannot build their community with own resources (International Federation of Red Cross and Red Crescent Societies, n .d).

The first of these frameworks is called the National Incident Management System (NIMS) which provides a template on how national, state, and local governments should work together. Within this system, there are instructions for the Multi-Agency Coordination system (MACs) whose primary function is to “coordinate activities above the field level and to prioritize the incident demands for critical or competing resources, thereby assisting the coordination of the operations in the field” (Homeland, 64, 2008). The next framework is the National Response Framework (NRF) describes how communities, tribes, states, the federal government, and nongovernmental agents apply these principles for a coordinated, effective national response. The NRF is designed to provide the ”structure and mechanisms for national-level policy and operational direction for incident management to ensure timely and effective Federal support to State, tribal, and local related activities” (Homeland, 12, 2008). And finally the last important national response structure is the All Hazards Approach to preparedness. This approach provides a comprehensive, all hazards, and risk based in approach to preparedness and includes the Emergency Operation Plans (EOP). These plans are for explaining who, what, where, and when and by what authority for emergencies, including before, during and after the

A Disaster can be defined as “a sudden calamitous event bringing great damage, loss, or destruction; a sudden or great misfortune or failure “(Modern Survival Blog, 2014). A disaster is more than likely to affect more than one person and is also more likely to have a more devastating impact on the environment.

As eluded by Moynihan, the unpredictable nature of an emergency and the sporadic occurrence requires participants of an emergency reponse team to develop management systems prior to an inicident. Moreover, the NIMS provides a framework for establishing an ICS that is adaptable to multiple types of emergencies. However, the first step for ensuring emergency preparedness in the event of a disaster entails the “planning and mitigation that [is] needed to begin far in advance of disasters and continue[s] long after to prevent their recurrence” (Cooper & Block, 2006, p. 62). This is emphasized by Moynihan in reference to the ICS, detailing a command and control network of programs/systems, where functions are oulined and roles established between

Although disasters have been occurring for a long time, they are happening more frequently. Responding to these disasters has become challenging, and require assistance from all levels of government and the whole community. Public agencies and other stakeholders are doing their best to build resilient communities. However, local, state, and federal agencies and community stakeholders continue to receive criticism for inadequate response efforts. Increased frustrations by the public and negative propaganda during disasters, has caused disaster response strategies to be associated with various myths and misconceptions. I address some of the myths and misconceptions associated with public agencies and community stakeholders regarding disaster response.

Technology-intensive organizations are contributing to economic growth of any country. These companies are facing a lot of difficulties and competition. This article is mainly focused on how managers can control technology intensive work in order to sustain the competitive advantage. Organizations can achieve this by adding economic value to their products when compared to competitors. They should develop products that offer profitability in terms of value, price, and costs. This article also explains the challenges that technology intensive organizations are facing today. Paradigm shifts are also discussed in this article which are helpful for managers to win big and create competitive advantage. Value Driven Change Leadership is one of the effective techniques of modern project management approach. It consists of three themes such as value/outcome over budget/schedule, business solutions over architecture framework, and human change over repeated activities.

Disaster can be defined as “The occurrence of a sudden or major misfortune which disrupts the basic fabric and normal functioning of a society, or community.”