Classical Models Of Disaster Management

It is a continual form of planning, organizing, training, equipping, exercising, evaluation, and improvement that will ensure effective coordination and enhancement of capabilities to prevent, protect against, respond to, recover from and, mitigate the effects of natural disasters, man-made disasters and, acts of terrorism (The four phases of emergency management, n.d.). Emergency managers develop plans to manage and counter the risks and act to build the needed capabilities to implement the plans (The four phases of emergency management, n.d.) The public sector can enhance preparedness by making sure proper maintenance and training is given to all emergency services, by developing emergency population warning methods, by preparing shelters and evacuation plans for communities and, by stockpiling, inventory, and maintain disaster supplies and equipment (The four phases of emergency management, n.d.) Some of the benefits of preparedness would be having better trained emergency personnel, allow the public to be educated in emergencies, having better vehicles and equipment and, by developing and maintain better communication systems (Four phases of emergency management,

The root causes lie at level 1 which inevitably influence the effectiveness of all the risk control systems and workplace precautions that exist at levels 2 and 3. The most useful definition identified to date is the definition used by Paradies and Busch (1988), that is: The most basic cause that can be reasonably identified And that management has control to fix This definition will be used for this review. It contains three key elements: Basic Cause: Specific reasons as to why an incident occurred that enable recommendations to be made which will prevent recurrence of the events leading up to the incident. Reasonably Identified: Incident investigation must be completed in a reasonable time frame. Root causes analysis, to be effective, must help investigators to get the most out of the time allotted for investigation.

Cumberland County wishes to develop a strong county government emergency response capability to preserve, maintain, and reconstitute the county government 's ability to carry out the executive, legislative and judicial processes under the threat or occurrence of any emergency condition that could disrupt such process and services. Mitigation activities conducted at the county and local level include, but are not limited to the following: Prepare disaster response plans and procedures to cover natural or man-made disasters. Prepare annexes in support of county plans as required and support to local government and/or other county/state organizations. Conduct training, education and exercise programs to assure a continuing capability to accomplish disaster response measures for response staff and auxiliary staff. Prepare and conduct public information programs on natural and man-made disasters to educate the public on protective measures to be taken in the event of a disaster.

The Health and Safety Executive has a similar approach to assessment that includes identifying the hazards, deciding who might be harmed and how, evaluating the risk by identifying what action you are already taking, determining whether or not it is enough, deciding what further action is required, recording the assessment 's significant findings, and reviewing the assessment at suitable intervals (Maynard). It is most efficient to address stress at its origin before the problem advances too much; thus, assessments such as these aim to address the stress levels early (Houdmont and Stravroula 80). After individuals are aware of problems talking more openly and confronting the aspects of mental and emotional health will decrease the progression of work-related stress (Armson 5). A few ways to reduce work place stress include making the most of workday breaks and setting reasonable standards. Even a small amount of personal time for a snack, walk, or a chat can improve mood in the workplace ("Mind/body Health: Job Stress").

Dispatch of the notice by ordinary is not essential since it is the other party who committed a fundamental breach and who has to bear the risk of any incorrect or failing transmission of the declaration of avoidance. The notice re-quires no specific form. It can be made in writing or even orally. It is, however, disput-ed whether the CISG allows also for an implicit declaration of avoidance and whether mere conduct can constitute such implicit declaration. Thus far, cases of that kind ap-pear to be rare and there is no case law on the question.

Whether a novel technological system is being developed for use in a normal environment or a novel social system such as an emergency response organization is being developed to respond to an unusually threatening physical environment, the rationale for systems analysis is the same—the opportunities for incremental adjustment through trial and error are extremely limited. The analysis of a social system conducted for an emergency management program must first identify the range of hazards to which a given community is vulnerable and the demands that the hazards would place upon the

This paper will discuss a psychological support agency and the framework for an ideal support agency to respond to a natural catastrophic event. This paper will include but not limited to the size of the support agency, the qualifications and skills of the employees, the services that the support agency provides, the key components of a psychological support agency and its overarching mission, and last but not least, how the support agency can work with other organizations and the roles the criminal justice system would play in the agency. It is unfortunate that a catastrophic disaster can take place at any given time without warning. It is very important to have a plan set in place in case something does happen. A catastrophic disaster

Whenever conducting a large operation like Operation Anaconda, it is very important that one senior officer command it. This senior officer needs to have an operational staff and the authority to command and control all units involved in the operation. Operation Anaconda would have greatly benefited from a unified command structure. Because of the command structure that the operation used there were many issues with planning, integration, and confusion. The adopted standard joint force concept of operations during Operation Anaconda was not used.

According to Tierney, "the concept of resilience refers to the capacity to endure disaster impacts, and also to cope with those impacts and recover as rapidly as possible with the two components of resilience being inherent resilience and adaptive resilience" (Tierney, 2006). Vulnerability relates to resilience because the more vulnerable groups of societies would not be able to recover as quickly from a disaster as the groups that are not as vulnerable. Inherent resilience is "the ability to withstand disasters without suffering extensive loss and disruption of everyday life activities" (Tierney, 2006). Tierney defines adaptive resilience as the "ability to adapt, improvise, and access resources following disasters" (Tierney, 2006). Inherent resilience is the capability to afford the luxury of living in communities that are not as susceptible to disasters because the people with inherent resilience have the resources to afford safer homes that have a better chance of enduring disasters or the funds to have savings accounts in the event of an emergency.

A proposal for the flaws in consequentialism is that it does not factor in any moral interpretations, or whether an individual should even be considered as implicated in the potential outcome or consequence of an action simply due to their proximity to the event. An example to further explain this is the case of The