Crisis and Emergency Management: Theory and Practice, Second by Louise K Comfort Affiliation: University of Pittsburgh;

By Louise K Comfort Affiliation: University of Pittsburgh; William L Waugh Affiliation: Georgia State University; Beverly A Cigler Affiliation: Penn State Harrisburg


summary: In 1984, the Federal Emergency administration supplier (FEMA) and the nationwide organization of colleges of Public Affairs and management (NASPAA) collaborated to foster a neighborhood of students all in favour of study perform in emergency administration. The cause used to be to construct a neighborhood of researchers practitioners who may help enhanced functionality for an more and more demanding set of difficulties confronting emergency managers in any respect degrees of jurisdiction. The monetary funding was once small, however the NASPAA/FEMA initiative resulted in the evolution of a neighborhood of students engaged in emergency administration study perform. The authors evaluate adjustments in FEMA because the 1984 workshop and the effect of the NASPAA/FEMA fellows on examine and perform in emergency administration, putting this initiative within the wider context of public administration.

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Extra resources for Crisis and Emergency Management: Theory and Practice, Second Edition

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1 and the communication styles handout serve as useful tools that trainees can take back with them to their workplace. Although the two devices provide only generalized information about six different communication styles across cultures, they also constitute magnifying glasses that allow trained assistance personnel to observe and understand their multicultural work situations more clearly and to monitor and adjust their own transnational behavior. In sum, the knowledge- and awareness-building dimensions of the training program are intended to equip trainees with capabilities in intercultural perception, learning, information gathering, decision making, leadership (see Munteanu, 2008: 22), and adjustment that will be of lifelong value in crisis management.

Public organizations are not immune from this maladaptation or bureaucratic culture inflicted by many bureau pathological deficiencies and vulnerabilities. Crises therefore are destructive, but they may also develop opportunities for a new order, changes that may produce positive results. Therefore, crises create their own antistheses, which may dialectically reinforce and complement positive forces of nature. The key to crisis management is an accurate and timely diagnosis of the criticality of the problems and the dynamics of events that ensue.

Furthermore, this component should introduce methods of designing educational materials that present topics in a language and style that are easily understood in the client culture (see Taylor, 1979: 441; Koehn, 2006: 38). Approach: Presentations on cultural differences in oral expression—including informality versus formality, high involvement versus high consideration, fast and slow messages, and cross-gender communication. Training in culturally appropriate linguistic initiation and response for the work environment and in the effective use of questions.

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