The following paper under the title 'Disaster Response Organizations' is a wonderful example of a management case study. The main objective of incident planning is the formation of a response organization structure capable of being deployed in the shortest time possible during a disaster. Responding to a disaster can be a very difficult task. Response activities take place throughout and immediately following a disaster and responders are expected to save lives, reduce property damage, and facilitate the beginning of recovery from the incident. Police, fire and rescue services and medical services are the primary responders during the response phase.
Disaster response organizations are unique and they are classified in a different way. Their management is atypical and they make use of complex techniques during a major disaster response. Organizations according to White are made of relationships among people who have collaborated for a reason and just as interactions have no existence except through the people who engage in them, the organizational structure has no discrete existence other than through the roles and relationships through which the structure is articulated (11).
Mullins's structural model was initially developed for understanding natural science (Reed and Hughes 96) and structure according to Mullins (1985:72) as cited by White, which is the pattern of relationships among positions in the organization and among members of the organization (11). The structure, therefore, describes the tasks and responsibilities, work roles and relationships, and channels of communication with the objective of separating the work and coordinating activities among its members to attain the aspirations and objectives of the organization. Moreover, the structure allows the application of the process of management and builds a framework of order and command through which the activities of organizations can be planned, organized, directed, and controlled.
Mullins (1989:113) according to Bush and Middlewood stresses that structure provides a way of cultivating organizational performance (61). The purpose of the structure takes account of the economic and efficient performance of the organization, monitoring activities, accountability for areas of work carried out by groups and individuals, coordination, flexibility, and the social satisfaction of people working in the organization (Bush and Middlewood 62). In short, the structure of an organization outline what should be done by its members (Carey 28). The concept of an organization can in theory is relevant to those organizations in civil protection although the tasks and responsibilities are dictated by the professional roles, expertise, and hazards at hand.
Since no organization has all the qualifications it will need to confront the challenges that lie ahead (Longman and Mullins 211), emergency or disaster response organization implementation is organized according to the type of hazard (Salvato et. al. 1407) and nature of the tasks. Police, fire, and medical personnel respond to disasters generally in a methodical and regimented procedure.
Their work is to secure the scene and uphold order, rescue and take care of those injured, control and suppress fire or hazardous conditions, and recover the deceased. Local officials are also the first responders to major disaster events such as large floods, hurricanes, and major earthquakes, but in these cases, their efforts are supported, upon request by community leaders, state government, and by the federal government. Volunteer groups such as the American Red Cross and the Salvation Army are at the forefront of any disaster response to provide shelter, food, and clothing to disaster fatalities who have lost their homes to disasters large and small (Haddow et.
Bush Tony and Middlewood David. “Leading and Managing People in Education”. U.K.: SAGE, 2005
Chidambaram Lakshmanan, Chidambaram Laku, Zigurs Ilze. “Our Virtual World: The Transformation of Work, Play, and Life Via Technology”. U.S.: Idea Group Inc (IGI), 2001
Easa Said and Chan Yupo. “Urban Planning and Development Applications of GIS”, American Society of Civil Engineers Geographic Information Systems Committee. U.S.: ASCE Publications, 2000
Eddy William B. “Handbook of Organization Management”. U.S.: CRC Press, 1983
Haddow George D., Bullock Jane A., Coppola Damon P. “Introduction to Emergency Management”. U.S.: Butterworth-Heinemann, 2005
Hodgkinson Peter E. and Stewart Michael. “Coping with Catastrophe: A Handbook of Disaster Management”. U.K: Routledge, 1991
Koehler Gus A. “What Disaster Response Management Can Learn from Chaos Theory: Conference Proceedings”. U.S.: DIANE Publishing, 1997
Lock Dennis. “Project Management: 9Th Edition”. U.K: Gower Publishing, Ltd., 2007
Longman A. and Mullins Jim. “The Rational Project Manager: A Thinking Team's Guide to Getting Work Done”. U.S.: John Wiley and Sons, 2005
Lynda Carey. “Practice Nursing”, Royal College of Nursing (Great Britain), U.K.: Elsevier Health Sciences, 2000
Oliveira Carlos Sousa, Roca Antoni, Goula Xavier. “Assessing and Managing Earthquake Risk: Geo-scientific and Engineering Knowledge for Earthquake Risk Mitigation: Developments, Tools, Techniques”. Netherlands: Springer, 2006
Raelin Joseph A. “The clash of cultures”. U.S.: Harvard Business Press, 1988
Reed Michael and Hughes Michael. “Rethinking Organization: New Directions in Organization Theory and Analysis”. U.K.: SAGE, 1992
Salvato Joseph A., Nemerow Nelson Leonard, Agardy Franklin J. “Environmental Engineering”. U.S.: John Wiley and Sons, 2003
Tierney Kathleen J., Lindell Michael K., Perry Ronald W. “Facing the Unexpected: Disaster Preparedness and Response in the United States”. U.S.: Joseph Henry Press, 2001
White Ronald V. “Management in English language teaching”. U.K.: Cambridge University Press, 1991