scholarly journals Changes in the post-covid-19 consumers’ behaviors and lifestyle in italy. A disaster management perspective

2021 ◽  
Author(s):  
Annarita Sorrentino ◽  
Daniele Leone ◽  
Andrea Caporuscio
Keyword(s):  
Disaster Management ◽  
Management Perspective

scholarly journals Can balloons produce Li-Fi? A disaster management perspective

2018 ◽  
Author(s):  
Atchutananda Surampudi ◽  
Sankalp Sirish Chapalgaonkar ◽  
Paventhan Arumugam
Keyword(s):  
Disaster Management ◽  
Management Perspective

scholarly journals Local supply chains: The disaster management perspective

2017 ◽  
Vol 7 (3) ◽  
pp. 399-405
Author(s):  
Kyle B. Pfeiffer ◽  
Carmella Burdi ◽  
Scott Schlueter
Keyword(s):  
Supply Chains ◽  
Disaster Management ◽  
Management Perspective ◽  
Local Supply

An Emergency Management Perspective for First-Time Leaders

2021 ◽  
pp. 344-366
Author(s):  
Mariama Yakubu ◽  
Iddrisu Awudu
Keyword(s):  
Emergency Management ◽  
Disaster Management ◽  
Leadership Behaviors ◽  
Theory And Practice ◽  
Future Research ◽  
Destructive Leadership ◽  
Sound Theory ◽  
Management Perspective ◽  
Future Research Directions ◽  
First Time

Emergency management requires exhaustive leadership that is based on principles, sound theory, and practice. These three bedrocks provide an opportunity for leaders to be cognizance, respectful, and at the same time, nimble in leading during a disaster—manmade or natural. Although leadership in emergency management is important, existing literature does not discuss the topic so well. In this chapter, the authors consider leadership from an emergency management perspective based on the four phases of disaster management: preparedness, response, mitigation, and recovery. Leading and managing unsettling events, such as pandemics, which may become the new normal, require eschewing destructive leadership behaviors. This chapter presents a conceptual model that lists and discusses using examples innate and learned leadership characteristics necessary for effective and efficient disaster management through the four phases of disaster management. Guidelines for first-time leaders handling unexpected situations are provided, together with future research directions.

Operation of Emergency Operating Centers During Mass Casualty Incidents in Taiwan: A Disaster Management Perspective

2014 ◽  
Vol 8 (5) ◽  
pp. 426-431 ◽  
Author(s):  
Jet-Chau Wen ◽  
Chia-Chou Tsai ◽  
Mei-Hsuan Chen ◽  
Wei-Ta Chang
Keyword(s):  
Public Health ◽  
Disaster Management ◽  
Recovery Phase ◽  
Mass Casualty Incident ◽  
Mass Casualty ◽  
Survey Questionnaire ◽  
Emergency Medical Care ◽  
Previous Event ◽  
Management Perspective ◽  
Emergency Operating

AbstractObjectiveOn April 27, 2011, a train derailed and crashed in Taiwan, causing a mass casualty incident (MCI) that was similar to a previous event and with similar consequences. In both disasters, the emergency operating centers (EOCs) could not effectively integrate associated agencies to deal with the incident. The coordination and utilization of resources were inefficient, which caused difficulty in command structure operation and casualty evacuation.MethodsThis study was designed to create a survey questionnaire with problem items using disaster management phases mandated by Taiwan’s Emergency Medical Care Law (EMCL), use statistical methods (t test) to analyze the results and issues the EOCs encountered during the operation, and propose solutions for those problems.ResultsFindings showed that EOCs lacked authority to intervene or coordinate with associated agencies. Also, placing emphasis on the recovery phase should improve future prevention and response mechanisms.ConclusionsTo improve the response to MCIs, the EMCL needs to be amended to give EOCs the lead during disasters; use feedback from the recovery phase to improve future disaster management and operation coordination; and establish an information-sharing platform across agencies to address all aspects of relief work.(Disaster Med Public Health Preparedness. 2014;0:1-6)

Military Involvement in Disaster Preparedness, Organisation, and Disaster Relief — Civilian Military Co-Operation (CIMIC)

2002 ◽  
Vol 17 (S2) ◽  
pp. S25
Author(s):  
Rannveig Bremer Fjær ◽  
Knut Ole Sundnes
Keyword(s):  
Disaster Management ◽  
Disaster Preparedness ◽  
Disaster Relief ◽  
Humanitarian Assistance ◽  
Humanitarian Emergencies ◽  
Military Involvement ◽  
Military Forces

In frequent humanitarian emergencies during the last decades, military forces increasingly have been engaged through provision of equipment and humanitarian assistance, and through peace-support operations. The objective of this study was to evaluate how military resources could be used in disaster preparedness as well as in disaster management and relief.

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