The Management Of A Natural Disaster

(p.2) With that, he prepared literature summaries on the distinction of disasters from hazards; social dimensions of disasters; and emergency management. Then, he introduced two main debatable issues, including: (1) the context of "disaster" and (2) paradigms on vulnerability/risk. In the first issue, the author enumerated simple connotations of disaster in several languages and jumped to precise event-based definitions as mentioned in Britton (1987) and Fisher (2003)'s studies. As for the second issue, he emphasized that many scholars are built upon the framework of Barton (1969) on collective stress. (p.8) With that, paradigm shifts (mentioned in the article) led to the focus on "vulnerability" in studying disasters. For example, the author cited the 9/11 attack in New York as a "national" disaster on the basis of the city’s “vulnerability” in terrorist attacks. In the later parts of the article, the author summed up by listing 5 principle-recommendations for emergency managers and addressed 2 key priorities for future research: (1) alternative theoretical perspectives and (2) develop a global

Effective disaster management is highly important when it comes to assisting in rescue and relief to affected. This does not only include post disaster rescue efforts but these disaster management activities should be proactive. They start right from taking preventive measures before the disaster actually occurs and goes on till the effected people are resettled back in their lives. This disaster management pertaining to human life is not only associated with physical well being but also focuses on psychological, emotional, and spiritual rehabilitation.

The various local, state, and federal emergency management systems of the United States suffered a crude awakening in the decade of the 2000s. Systems expected to hold up were put to the test and failed to prepare for disaster, mitigate the damage, and, in some instances, actually hampered responses in life-or-death situations. Worse, all failings were highlighted in an age of global communication and mass media, on display first whether a man-made incident like September 11th attacks or natural disaster like Hurricane Katrina. The decade found the complacent government failing to maintain modern emergency management practices, stimulating began a series of doctrinal upgrades and training improvements. Yet, no matter the bureaucracy, writings, or money thrown at a problem, the first responder to the incident has and will continue to influence the outcome. While the individual responder stands as the most important part of

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).

Emergency Management preparation involve planning, resources, and training that initialize, bolster, and fine tune operational capabilities before a hazard approaches. This is done by identifying what will be necessary to face a possible hazard and developing plans for delivering those resources when they would be needed. Being prepared necessitates a constant state of readiness and vigilance. Examples of preparedness include the posting of emergency contact numbers, conducting emergency drills, and posting and practicing evacuation

The utilization of the Incident Command System (ICS) in the United States may at first glance appear to be an overwhelming, and complicated system of hazard management. On the contrary, for most responders with military, law enforcement, or fire service background, ICS closely conforms to the principles of command structure with which they are familiar. Applying strict command structure, along with standardized response training leads to higher probabilities of successful outcomes in the face of the most chaotic emergencies. Large-scale emergency responses like 9/11 are repeatedly critiqued, often from afar, sometimes correctly, but sometimes unfairly. Responders on the ground make immediate life-altering decisions based on instinct, or perform

Emergency managers that I have met tend to be sponges, soaking up information. Britton argues that uncertainty is becoming a large part of the emergency managers mindset. Emergency managers must coordinate with others outside the field to gain insight into many situations. Britton argues that legitimacy is gained from the interface with other careers to reach a common objective. The student must be able to work outside of their comfort zones to develop this fifty-thousand foot view of all interrelated fields as they pertain to emergency management.

Long gone are the days of this field being perceived as a career path mainly for retired military and first responders. While often military and first responder professionals tend to have many of the skillsets valuable to emergency management, the depth and scope of the field has opened up to many other professionals. There is a need for a tremendous amount of knowledge required to be a proficient emergency manager. Newly formed threats such as growing terrorism acts at home and abroad, climate change and extreme weather, pandemics coupled with the increasing vulnerability of our citizenry, population densities and demand for resources are among many dynamics that require the emergency manager to possess comprehensive and proficient skills. There is much technology to be harnessed and science available to help guide and ensure we are putting our best effort forward. We are living in an interconnected world where disasters from one location impact others. Decisions we make regarding planning for our future need to be made in consensus not just with our stakeholders, but with our professional partners in many other disciplines. From climate change alone we face issues such as droughts, flooding, stronger, more frequent storm surges, reduced agriculture capacity, loss in biodiversity and ecosystem collapse, increase of disease and allergens, under nutrition, increase in vector borne illnesses, mental health impacts,

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.

Emergency Management is the the jelly to a peanut butter and jelly sandwich, can't have that without the main ingredient, peanut butter. As the bread, their is the Strategic/ Executive people who make their political objectives into a strategy. Next comes your jelly, the Tactical/ Field people who have the opportunity to go out and have a hands on experience with the disaster. Then you have your peanut butter, there's your Operational/ Agency, they have the most important job because they support everybody. Just like the peanut butter the Operational level holds everyone together by managing information, telling everybody everything, managing resources and finding and solving problems. Being on the Operational level you have to have tell

An Office of Emergency Management is in charge of the training and planning to secure a plan for preparedness, to act in response to and convalesce from damages that affects the Department and to ensure that the Office of Emergency Management's mission continues. It is going to be an either local, tribal, state, national or international level agency that holds the responsibility of recovering from all manner of disasters. A major goal of the Office of Emergency Management is in being recognized as the Department that is a center of epitome in management, during an emergency, and continuity planning. An Office of Emergency Management can also be referred to as an Office of Disaster Management. In order for effective emergency management procedures

Haddow, G. D., Bullock, J. A., & Coppola, D. P. (2014). Introduction to emergency management.

The author of this paper agrees with Erikkson (2009) in that the transfer of knowledge is not an easily identified process. Through his case study of Gudrun, Erikson found knowledge written in plans is seldom appropriately transferred. He also specified different parameters that are generally considered to affect emergency response, which are thereby important to identify and address in disaster preparation. As such, planners should identify and analyze emergency response patterns that are the same for all incidents. While each emergency situation is specific and necessitates different demands on response, some responses are consistent for varying types of

This subject aims to teach students the main elements of emergency management for natural disasters and to a lesser degree terrorist attack. Students will understand the principles involved in emergency