Emergency managers as change agents: Recognizing the value of management, leadership, and strategic management in the disaster profession

2016 ◽  
Vol 13 (1) ◽  
pp. 37 ◽  
Author(s):  
Heriberto Urby Jr, PhD, JD ◽  
David A. McEntire, PhD
Keyword(s):  
Strategic Management ◽  
Emergency Management ◽  
Change Agents ◽  
Transformational Change ◽  
Management Theory ◽  
The Past ◽  
Emergency Managers ◽  
Management Leadership

This article discusses the influence of management theory, some principles of leadership, four strategic management considerations, that are applied to emergency management, allow emergency managers to transform their followers, organizations, and communities at large. The authors argue that in the past there has been little recognition of the value, or application, of these three areas of emphasis in the disaster profession. Using more of these principles, emergency managers may transform into transformational change agents who make a difference in their followers' lives, who themselves transform other people and improve emergency management.

Emergency managers as community change agents: An expanded vision of the profession

2014 ◽  
Vol 12 (1) ◽  
pp. 9 ◽  
Author(s):  
Thomas E. Drabek, PhD
Keyword(s):  
Homeland Security ◽  
Paradigm Shift ◽  
Change Agents ◽  
Community Change ◽  
Stakeholder Groups ◽  
Strategic Vision ◽  
The Past ◽  
Emergency Managers ◽  
Security Personnel ◽  
The Us

Reflecting the historical evolution of attack preparedness, technological failures, and so-called natural disaster events, the profession of emergency management confronts new challenges today. In part, these reflect important cultural differences among stakeholder groups, especially local emergency managers, homeland security personnel, and those focused on public health threats and business continuity. An expanded and more strategic vision of the profession is required wherein fundamental assumption sets are placed into broader contexts. Contrary to the drift experienced in the US during the past decade, a major paradigm shift is required reflecting new orientations and program priorities.

The future of emergency management

2004 ◽  
Vol 2 (1) ◽  
pp. 19 ◽  
Author(s):  
Jane A. Bullock ◽  
George D. Haddow
Keyword(s):  
Emergency Management ◽  
Homeland Security ◽  
Lessons Learned ◽  
Organizational Changes ◽  
Department Of Homeland Security ◽  
The Past ◽  
Emergency Managers ◽  
The Us ◽  
The Future ◽  
Us Federal Government

The discipline of emergency management (EM) is at a critical crossroads. Emergency managers around the world are faced with new threats, new responsibilities, and new opportunities. This paper examines the organizational changes made by the US federal government in shaping the new Department of Homeland Security (DHS) and presents three key lessons learned during the past decade that could guide emergency planners as they design and manage EM organizations of the future.

Emergency management and homeland security curricula: Contexts, cultures, and constraints

2007 ◽  
Vol 5 (5) ◽  
pp. 33 ◽  
Author(s):  
Thomas E. Drabek, PhD
Keyword(s):  
Emergency Management ◽  
Homeland Security ◽  
Historical Context ◽  
Culture Clash ◽  
Knowledge And Skills ◽  
Security Issues ◽  
Fundamental Knowledge ◽  
The Past ◽  
Emergency Managers ◽  
Key Points

During the past three decades, emergency management has become more professionalized. An important part of this transformation has been the explosive growth in higher education of programs designed to provide the fundamental knowledge and skills required of emergency managers. Following the September 11, 2001, attacks, however, curricula reflecting homeland security issues and competencies also have been established. Some have proposed that these program areas should be better integrated. Following a brief summary of the historical context in which these developments occurred, key points of culture clash are identified. It is concluded that future faculty and administrative initiatives will be constrained by these cultural differences and deflected by future governmental policies, disaster events, and other external factors.

scholarly journals Emergency management of the paediatric patient with convulsive status epilepticus

2021 ◽  
Vol 26 (1) ◽  
pp. 50-57
Author(s):  
Kyle C McKenzie ◽  
Cecil D Hahn ◽  
Jeremy N Friedman
Keyword(s):  
Clinical Practice ◽  
Status Epilepticus ◽  
Emergency Management ◽  
Treatment Algorithm ◽  
Position Statement ◽  
Convulsive Status Epilepticus ◽  
Pharmacological Management ◽  
The Past ◽  
New Treatment ◽  
New Evidence

Abstract This guideline addresses the emergency management of convulsive status epilepticus (CSE) in children and infants older than 1 month of age. It replaces a previous position statement from 2011, and includes a new treatment algorithm and table of recommended medications based on new evidence and reflecting the evolution of clinical practice over the past several years. This statement emphasizes the importance of timely pharmacological management of CSE, and includes some guidance for diagnostic approach and supportive care.

Fear, history, stigma, and bias in the COVID-19 pandemic

2020 ◽  
Vol 18 (7) ◽  
pp. 177-182
Author(s):  
Kevin Kupietz, PhD ◽  
Lesley Gray, MPH
Keyword(s):  
Emergency Management ◽  
Disease Outbreaks ◽  
Social Effects ◽  
Evidence Based ◽  
Stigma And Discrimination ◽  
Emergency Managers ◽  
Global Pandemic ◽  
New Concepts ◽  
History Of ◽  
The Relationship

Introduction: The greatest enemy of a global pandemic is not the virus itself, but the fear, rumor, and stigma that envelopes people. This article explores the context and history of fear and stigma relating to pandemic, summarizing key actions to mitigate the harms during an active pandemic.Method: Our article draws from accounts in literature and journalist accounts documenting the relationship between infectious diseases and major disease outbreaks that have garnered fear and stigmatization. Results: Fear, stigma, and discrimination are not new concepts for pandemics. These social effects run the risk of diverting attention from the presenting disease and government responses. Reactions to fear, stigma, and discrimination risk sabotaging effective efforts to contain, manage, and eradicate the disease.Conclusion: Emergency managers have an important role in dispelling myths, disseminating appropriate and evidence-based information without exacerbating fears. Knowledge about the roots of fear and bias along with a good understanding of historical plagues and pandemics is vital to ensure those in the field of emergency management can effectively manage irrational fears.

Disaster Management during Pandemic: A Big Data-Centric Approach

2021 ◽  
pp. 2140003
Author(s):  
Mohamed Elsotouhy ◽  
Geetika Jain ◽  
Archana Shrivastava
Keyword(s):  
Big Data ◽  
Disaster Management ◽  
Crisis Response ◽  
Unstructured Data ◽  
Management Theory ◽  
Management Approach ◽  
Text Analytics ◽  
The Past ◽  
Structured Information ◽  
Data Files

The concept of big data (BD) has been coupled with disaster management to improve the crisis response during pandemic and epidemic. BD has transformed every aspect and approach of handling the unorganized set of data files and converting the same into a piece of more structured information. The constant inflow of unstructured data shows the research lacuna, especially during a pandemic. This study is an effort to develop a pandemic disaster management approach based on BD. BD text analytics potential is immense in effective pandemic disaster management via visualization, explanation, and data analysis. To seize the understanding of using BD toward disaster management, we have taken a comprehensive approach in place of fragmented view by using BD text analytics approach to comprehend the various relationships about disaster management theory. The study’s findings indicate that it is essential to understand all the pandemic disaster management performed in the past and improve the future crisis response using BD. Though worldwide, all the communities face big chaos and have little help reaching a potential solution.

scholarly journals The Impact of the Storm Prediction Center's Convective Outlooks and Watches on Emergency Management Operational Planning

2021 ◽  
pp. 36-46
Author(s):  
Heather A. Cross ◽  
Dennis Cavanaugh ◽  
Christopher C. Buonanno ◽  
Amy Hyman
Keyword(s):  
Emergency Management ◽  
Severe Weather ◽  
Emergency Operations ◽  
Risk Levels ◽  
Severe Thunderstorms ◽  
Emergency Managers ◽  
Weather Events ◽  
Storm Prediction ◽  
Near Term ◽  
The Impact

For many emergency managers (EMs) and National Weather Service (NWS) forecasters, Convective Outlooks issued by the Storm Prediction Center (SPC) influence the preparation for near-term severe weather events. However, research into how and when EMs utilize that information, and how it influences their emergency operations plan, is limited. Therefore, to better understand how SPC Convective Outlooks are used for severe weather planning, a survey was conducted of NWS core partners in the emergency management sector. The results show EMs prefer to wait until an Enhanced Risk for severe thunderstorms is issued to prepare for severe weather. In addition, the Day 2 Convective Outlook serves as the threshold for higher, value-based decision making. The survey was also used to analyze how the issuance of different risk levels in SPC Convective Outlooks impact emergency management preparedness compared to preparations conducted when a Convective Watch is issued.

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