Emergency management leadership in 2030: Shaping the next generation meta-leader

2017 ◽  
Vol 15 (2) ◽  
pp. 81
Author(s):  
Carol L. Cwiak, JD, PhD ◽  
Ronald Campbell, CEM, MEP ◽  
Matthew G. Cassavechia, MPS, EFO, CEM ◽  
Chuck Haynes, MS ◽  
Lanita A. Lloyd, MS, CEM ◽  
...  
Keyword(s):  
Emergency Management ◽  
Management Practice ◽  
Information Resources ◽  
Next Generation ◽  
Management Competencies ◽  
Training And Education ◽  
Leadership Model ◽  
Academic Communities ◽  
Management Leadership ◽  
Competency Area

The complexities, interdependencies, and ambiguity that face next generation emergency management meta-leaders in an ever-evolving global community heighten the expectation and need for competencies that far exceed those common in practice today and necessitate the ability to move seamlessly through the dimensions of meta-leadership (ie, the person, the situation, and connectivity) while utilizing scientific-based evidence, information, resources, processes, and tools. The objective of this effort was to examine the recently developed next generation emergency management competencies through a meta-leadership lens by juxtaposing the competencies and the meta-leadership model. This resulted in a new framing of the skills and attributes within the meta-leadership model as they are relevant to each competency. Selected trends, drivers, and challenges were used to provide examples within each competency area of the utility of meta-leadership to next generation emergency management practice. This effort also offers training and education implications for next generation emergency management meta-leaders. The examination of the new framing created in this effort is intended to prompt dialog and research within the emergency management practice and academic communities that furthers the practice and study of emergency management.

The next generation core competencies for emergency management

2019 ◽  
Vol 17 (1) ◽  
pp. 17
Author(s):  
Shirley Feldmann-Jensen, RN, DPPD, MPH ◽  
Steven J. Jensen, DPPD ◽  
Sandy Maxwell Smith, RN, PhD ◽  
Gregory Vigneaux, MS
Keyword(s):  
Emergency Management ◽  
Delphi Study ◽  
Core Competencies ◽  
Disaster Risk ◽  
Next Generation ◽  
Global Risk ◽  
Management Competencies ◽  
Emergency Managers ◽  
Resilient Communities ◽  
The Individual

The Next Generation Core Competencies (NGCC) guide the professional development of future emergency managers. Once familiar roles are evolving as the world grows more interdependent; at the same time, disaster risk factors are intensified by the changing interactions between the social, built, and physical environments. The updated edition of emergency management core competencies is particularly important for refining the trajectory of the emergency management discipline and developing capacities requisite to reducing disaster risk and building resilient communities in the midst of a turbulent, complex, and uncertain future.The NGCC project was a multiphase study conducted by a FEMA-sponsored focus group. Oriented toward future needs, the competencies have been built on the current emergency management competencies, a review of related competencies and global risk trends, a multiphase Delphi study, and wider emergency management community listening sessions. Behavioral anchors and key actions for measurement accompany the new core competencies. The overarching goal of the work is to establish the next generation emergency management core competencies, which are likely to underpin the emergency management workforce of 2030 and beyond. The 13 core competencies fall into three nested categories that are interrelated, but have attributes that build the individual, the practitioner, or relationships.

Strategic Planning in Emergency Management: Evaluating the Impacts on Local Program Quality

2020 ◽  
Vol 17 (3) ◽  
Author(s):  
Scott Robert Manning
Keyword(s):  
Strategic Planning ◽  
Emergency Management ◽  
Survey Design ◽  
Management Practice ◽  
The United States ◽  
Program Quality ◽  
County Level ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Local Program

AbstractThis study examined the strategic planning practices of county-level emergency management agencies (EMAs), with a specific focus on strategic planning adoption and its relationship to local program quality. The study utilized a descriptive, cross-sectional survey design to collect planning- and program-related data from more than 300 county-level EMAs across the United States. The study findings revealed that most of the county EMAs included in the final sample had previously engaged in strategic planning activities, with nearly all of them continuing to use strategic planning as part of their general management practice. The study findings further revealed that strategic planning had a direct and significant impact on the overall quality of local emergency management programs, and that the strategic planning EMAs had significantly higher mean quality scores across all program dimensions when compared to the non-strategic planning EMAs.

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.

scholarly journals AUDIT INFORMASI PADA UPT BAHASA UNIVERSITAS NUSA CENDANA

2021 ◽  
Vol 14 (1) ◽  
pp. 87-103
Author(s):  
Yosefina K.I.D.D Dhae
Keyword(s):  
Information System ◽  
Information Management ◽  
Digital Literacy ◽  
Management Practice ◽  
Computer Training ◽  
General Information ◽  
Information Policy ◽  
Information Resources ◽  
The University ◽  
Audit Information

This  research aims to present the results of the study about the information management practice through conducting an Information Audit (IA). The research was conducted at Language Centre of Nusa Cendana University in Kupang – East Nusa Tenggara. The information audit was conducted to examine (1) the existing information resources available to the staf of Language Centre and (2) to find out the information problems faced by the staf in the Language Centre.Case study research methodology was applied with document analysis, questionnaire and interviews were used for data collection. All data were analysed manually, where data from questionnaire was generated directly to Microsft Excel to create a list of information resources. Further, Thematic analysis method was used to analyse the interview data to find general themes of information problem. Study found that documents, websites,and information system were the information resources used by the staf. While, People, Timeliness, and Technology were the main information problems faced by the staf. This study recommended that Language Centre must create an information policy, conduct a digital literacy or computer training for the employees to improve their performance in using technology and create an integrated information system. It is also important that university can also conducting information audit for whole units, faculties in Undana in order to create a general information policy for university to have a better information management practice as well as to help the university to achieve its strategic goals. Keywords: Information Management, Information Audit, Information Resources, Case Study,                             Information problems.  

scholarly journals The Dermal Exposure Risk Management and Logic eTookit: Characterizing and managing dermal exposure during emergency management operations

2018 ◽  
Vol 16 (3) ◽  
pp. 159
Author(s):  
Naomi L. Hudson, DrPH ◽  
G. Scott Dotson, PhD ◽  
A. Maier, PhD
Keyword(s):  
Risk Management ◽  
Emergency Management ◽  
Management Strategies ◽  
Human Health Risk ◽  
Relevant Information ◽  
Dermal Exposure ◽  
Information Resources ◽  
Exposure Risk ◽  
Risk Management Strategies ◽  
Information Score

Objective: Emergency management and operations (EMO) personnel require up-to-date information to make informed decisions during natural and manmade disasters. However, information gaps present challenges for accessing human health risk assessment and risk management strategies for dermal exposure. This article describes the development of a decision support system, the Dermal Exposure Risk Management and Logic (DERMaL) eToolkit. Design: The DERMaL eToolkit provides information on key resources used in emergency incidents. Resources were classified according to response phase, resource categories, and information category and evaluated on reliability, accessibility, and preference by subject matter experts in emergency management fields. These rankings were used to generate a value of information score, unique for each resource, which aids in developing reference lists for users during each incident phase.Results: This tool will identify and prioritize information resources on dermal risks, and can readily find the most relevant information to suit EMO needs.Conclusion: The DERMaL eToolkit can be used as an aid in finding information resources targeted to scenario-driven needs by providing well-vetted and prioritized resources related to dermal hazards, exposure, and risk assessments for EMO.

Disaster Research

2019 ◽  
pp. 208-238
Author(s):  
Mark R. Landahl ◽  
DeeDee M. Bennett ◽  
Brenda D. Phillips
Keyword(s):  
Data Collection ◽  
Emergency Management ◽  
Public Administration ◽  
Research Methods ◽  
Management Practice ◽  
Historical Review ◽  
Field Research ◽  
Disaster Research ◽  
Research Traditions ◽  
Research Findings

This chapter provides an overview of the history and development of research examining disaster events. The historical review includes discussion of the three core research traditions (disasters, hazards, and risk) and the more recent focus on public administration. A focus on research methods unique to disasters guides a review of the challenges of research in the four phases of disaster. The chapter also examines specific methodological challenges related to disaster field research, including sampling and data collection. The chapter concludes by reviewing issues in the transfer of research findings to emergency management practice and discusses the future of disaster research.

Towards an Integrated Approach for Leading and Managing Transcultural Virtual Teams

2013 ◽  
pp. 220-241
Author(s):  
M. Reza Hosseini ◽  
Nicholas Chileshe
Keyword(s):  
Cultural Diversity ◽  
Virtual Teams ◽  
Success Factors ◽  
Integrated Approach ◽  
Working Environment ◽  
Managerial Leadership ◽  
Leadership Model ◽  
Factors Associated ◽  
Critical Success ◽  
Management Leadership

Many industries have observed the rise of Virtual Teams (VTs) as highly productive team structures taking advantage of members scattered around the globe while being able to accomplish assigned tasks by communicating through internet based technologies. Nonetheless, the looked-for achievable gains of VTs working heavily rest on meeting the requirements prescribed by the antecedents and critical success factors associated with specific idiosyncrasies of VTs such as the multiculturalism dominating their working environment. In this regard, it is widely recognized that when it comes to adopting VTs, the managerial/leadership matters are among the main challenges facing organisations. The major parts of foregoing issues are stemmed from the limitations of mediums of communications exacerbated by cultural diversity and disparity of members. This chapter first aims at critically analysing the different approaches of managing and leading virtual teams and ascertaining the main influential variables. This is followed by presenting a management/leadership model for VTs based on a dynamic integrated approach, thus labelled, ‘Leading and Managing Virtual Teams’ (LeManViT).

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