We have come to a time where it is imperative to reset our courses associated with the safety of the employees, the safety of the brand and the longevity of the company alongside their competitive edge. As senior manager, consideration should not be limited to solely short-run solutions. It is primary for the company’s decision makers of all tiers manage the negative and positive potential of any crisis as time can carry the possibilities of unknown limits. Accommodations must be made for the entire community (Senior Management, Ergonomists, Labor Leaders, Politicians of the city, Service Staff, Human Resources and Line Management) under the company’s payroll that has been affected by this natural disaster using our revised Crisis Management Portfolio.
From the Portsmouth fire of 1803 to Hurricane Sandy of 2012, every major disaster that has occurred not only in the United States, but in the surrounding countries, has shaped how emergency management progressed over the last few centuries. Not only did natural disasters played a role in this evolution, but the U.S. presidents as well because each president had a unique mindset towards the relationship between the federal government and emergency management. As we progressed towards the future, there is no doubt that this field is continuing to evolve. Whether it is a natural disaster or a U.S. President, emergency management only has room for improving. Although it will have its times of failure, the history of emergency management has shown that failure is only one step closer to
The burden of emergency management has grown great deal in the last few decades. We have seen an increase in natural disasters, a new threat of terrorism on our front door and an increase in manmade disasters. All of these have tested emergency management in a number of cities and towns across the nation. It is not always disasters that present problems for emergency managers. We have to look beyond our traditional view of emergency management of helping us during times of disasters and view what issues they consider may affect their emergency response. Issues that emergency management see that are moving into the critical area are issues of urbanization and hazard exposure, the rising costs of disaster recovery, and low priority of emergency management.
The purpose of this paper is to examine effective leadership in the field of Emergency Management, and how their organizations handle the stresses of being an effective leader under crisis. I chose to case studies, and the titles are Office of Emergency Management fake press conference, and the other one is titled Rough day in Tornado Alley. The both titles will examine what each leader did or said in a crisis, and how their expectation from their staff was different. One leader will ask their staff members to pretend they are citizens or press members from their community and answer questions, and the other leader only wanted his staff to help the wealthy community when there was a disaster, and not poor community.
In “Wither the Emergency Manager,” Niel R. Britton comments on Drabek's “Human Responses to disaster: An Inventory of Sociological Findings.” Britton describes six positive and negative issues in emergency management as it is today. In this paper, we will discuss the implications on emergency management as a field and on the individual manager.
Tragic events that cause damage to property and life may destroy the social, cultural and economic life of a community. Communities must be engaged in the various phases from prevention to recovery to build disaster resilient communities. In order to do this, there must be a disaster preparedness plan in place that involves multiple people in various roles.
In day to day operations, uncertainties do occur. Henceforth it would be important to have a contingent and well detailed disaster preparedness plan and procedures. Healthcare systems, on a day to day basis, are faced with emergencies in form of disasters. As a result, majority of medical centers have well-structured exit plans in the event of a disaster occurring("Hospital Disaster Preparedness: Your Guide to Getting Started - Emergency Preparedness", 2011). However, this essay will aim at interviewing one of the top disaster preparedness staffat the Houston Methodist Hospital. In the interview, I will seek to identify the top three disasters that the Houston Methodist Hospital is prepared for. Similarly, in the interview, I would seek to identify the top lessons learnt from disaster preparedness at the hospitals.As it concludes it would summarize the findings with regards to the interview stated below. Below is an excerpt from the interview to answer the two aforementioned questions.
Natural and man-made disasters have increased in the past decade, and due to these changes, Emergency Managers had to make drastic changes in order to improve the way first responders operate in a disaster area.
The history of emergency management dates back in 1803 when a great fire struck Portsmouth city in New Hampshire. In response to this firebreak out, the Congress passed into law the Congress Act, 1803 to compensate the Portsmouth merchants. The Portsmouth city fire breakout and the congress response to the disaster set a precedent, which was applied in United States in management of emergencies like the 1835 terrific fire of New york city, fire break out at Chicago in 1871, the Galveston hurricane of 1900, and the 1906 San Francisco horrible earthquake up to mid-20th century (Rubin, 2012).
Planning committees and emergency managers often develop elaborate emergency operations plans, but fail to implement these plans through training and exercise to check its effectiveness. Simply put, many emergency operations plan are written but once they are written, they sit on the shelf until it is too late to exercise or train on the components listed in the plan. Once strength the GEOP has is that the exercise coordinators frequently conduct full-scale statewide exercises, Rehearsal of Concept Drills, and smaller scale, process specific drills to evaluate the components within the plan and its supporting documents (2015). Additionally, the GEOP is like a living document that is revisable at anytime to ensure that it maintains its effectiveness and best practices by incorporating lessons learned from exercises, and actual disasters and events (2015). The plan also provides detailed courses of action for guidance that is easily understood and actionable through concepts and operations, situation overview, and organization and assignment of responsibilities. Most importantly, the plan focuses on the functional needs of the whole community, and places emphasis on ensuring that there is positive engagement between the emergency management community and vulnerable populations through community outreach
As an emergency manager, it is significant and crucial to be familiar with the procedures and rules. This week's reading helped me understand how emergency managers adopt a systemic approach to resilience. Specifically, The Public Safety Canada states that "EM Planning is a systematic approach for identifying and minimizing the impact of risks to life, property and the environment" (Public Safety Canada, n.d., para.2 ). Rather than treating resilience as an individually-managed personal attribute, emergency managers do much planning ahead of time to support the resilience of various departments and their staff members.
This is a review of Thiel (2014) chapters one through five of the course reading utilizing outside materials to provide support. The paper will address why research in emergency management is important and what can be gained from academic study. Problem statements, research questions, and their roles will be discussed. The role of theory in emergency management will be outlined. The paper will introduce operationalization and the different elements of research design. The importance of
Emergency disaster situations can be defined in three ways accidental, natural, or wilful. An accidental disaster refers to an event which is totally unexpected such as a house fire started by an electrical fault. Similarly, an illustration of a natural disaster would be the recent earthquakes which took place in Christchurch, NZ between September 2010 and February 2011 that resulted in devastating and far reaching consequences for the country. Foremost in many minds when recollecting a wilful disaster would be the terror attacks of 9.11 in the USA. A disaster of this magnitude has never been experienced during peace time in our lifetime. This essay will examine three different aspects of rescue management procedure where reports detailing disaster and emergency response must be studied to understand and improve our handling of rescue operations.
Emergency Management is an important aspect in our everyday daily lives. Emergencies can arise any place at any time on any day. The nature of any disaster can be unpredictable and may change in scope and impact. When an emergency is encountered there is a threat of public safety, the community, properties, the economy, infrastructure, public health, etc. Disaster Management is not a problem solver it does not avert or eliminate the threats made, it mainly focuses on eradicating the severity of the disaster itself. In the article “Emergency Managers as change agents: Recognizing the value of management, leadership, and strategic management in the disaster profession” the readers begin to witness first hand the impact emergency
Emergency managers must disperse fitting emergency managing responsibilities and be responsible for facilities, equipment, and other means, appropriately ensuring assigned duties are conducted. The duties that are assigned to the different subject matter experts are not restricted to the emergency responders, but must involve the whole community. A serious constituent of these actions is the progress of irrepressible communities and a philosophy of preparation through putting into practice an organized advantage, focused on complete, all threats community readiness.