標(biāo)題: Titlebook: Emergency Management; Strategies for Maint Thomas E. Drabek Book 1990 Springer-Verlag New York Inc. 1990 Manager.Sicherheitsbeauftragter.Um [打印本頁] 作者: 加冕 時(shí)間: 2025-3-21 17:31
書目名稱Emergency Management影響因子(影響力)
書目名稱Emergency Management影響因子(影響力)學(xué)科排名
書目名稱Emergency Management網(wǎng)絡(luò)公開度
書目名稱Emergency Management網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Emergency Management被引頻次
書目名稱Emergency Management被引頻次學(xué)科排名
書目名稱Emergency Management年度引用
書目名稱Emergency Management年度引用學(xué)科排名
書目名稱Emergency Management讀者反饋
書目名稱Emergency Management讀者反饋學(xué)科排名
作者: 說不出 時(shí)間: 2025-3-21 23:43
ter of the United States, and other locations within and outside the country, the perspective he presents in this volume provides the student with an important vantage point. His view is clearly focused on emergency management. However, the lessons and strategies revealed here are equally relevant to manageme978-0-387-97114-8978-1-4612-3310-7作者: 察覺 時(shí)間: 2025-3-22 01:37 作者: gastritis 時(shí)間: 2025-3-22 06:03 作者: BRAVE 時(shí)間: 2025-3-22 11:07
https://doi.org/10.1007/978-3-642-25218-1Like the terms “command and control,” I discovered that the phrase “coalition building” sparked a certain degree of emotion. I asked the 12 directors if they ever tried to build coalitions within the community. Most replied obliquely. When I probed further, I discovered that I was on sensitive ground.作者: Melanoma 時(shí)間: 2025-3-22 14:19
Coalition BuildingLike the terms “command and control,” I discovered that the phrase “coalition building” sparked a certain degree of emotion. I asked the 12 directors if they ever tried to build coalitions within the community. Most replied obliquely. When I probed further, I discovered that I was on sensitive ground.作者: Melanoma 時(shí)間: 2025-3-22 17:32 作者: Pedagogy 時(shí)間: 2025-3-22 22:42 作者: 緩和 時(shí)間: 2025-3-23 02:26 作者: PANT 時(shí)間: 2025-3-23 07:16
Modern Solid State Fermentationnt, such as fire or law enforcement, the function may loose identity. Furthermore, interagency conflicts may carry over. Emergency management personnel nested within a fire department, for example, may encounter limited cooperation from police personnel who view them as surrogates of a rival department.作者: exhibit 時(shí)間: 2025-3-23 12:33 作者: Trypsin 時(shí)間: 2025-3-23 15:49
Committees 1983; Drabek, 1986). Except in the most unusual circumstances, the required equipment, personnel, and other forms of material resource are present somewhere nearby. The problem is access and organization, not existence.作者: 商談 時(shí)間: 2025-3-23 20:42
Joint Venturesram is a good idea, but may not, for any one of a variety of reasons, be willing to implement it. Hence, these directors commonly offered services of their agency. At other times, they also secured the involvement of another--occasionally many others.作者: 乞丐 時(shí)間: 2025-3-24 01:54
Product Differentiationviews with these local emergency managers, a major shift had occurred nationally which supported changes in the mission of their agency. No longer was a narrow definition of civil defense necessary, or even desirable. Rather, within a context of comprehensive emergency management, these managers could legitimately expand their agency mission.作者: SLING 時(shí)間: 2025-3-24 02:50 作者: Hallmark 時(shí)間: 2025-3-24 07:34 作者: Atrium 時(shí)間: 2025-3-24 14:45
http://image.papertrans.cn/e/image/308119.jpg作者: 高腳酒杯 時(shí)間: 2025-3-24 18:37
https://doi.org/10.1007/978-1-4842-6603-8of agency located with the governmental structure of their respective communities. While the agency names differed somewhat, reflecting changing philosophies of emergency preparedness, the primary mission of each unit was to function as the disaster coordinating agency among other locally based orga作者: Popcorn 時(shí)間: 2025-3-24 20:16 作者: 香料 時(shí)間: 2025-3-25 00:06
https://doi.org/10.1007/978-1-349-18570-2e of history. In my interviews with each director and the 79 executives from the various contact agencies, I explored a variety of historical issues. Upon reviewing this information, three broad clusters of ideas emerged that pertained to (1) agency changes; (2) alterations in interorganizational re作者: Isolate 時(shí)間: 2025-3-25 04:32
Modern Schools of Linguistic Thoughtes at The Ohio State University (Drabek, 1969; Drabek and Haas, 1969, 1974; Haas and Drabek, 1973). This cluster of ideas--referred to as a stress-strain perspective--has proved useful in organizing and interpreting research results in a variety of settings, especially those following large-scale di作者: jumble 時(shí)間: 2025-3-25 07:46 作者: humectant 時(shí)間: 2025-3-25 15:04
https://doi.org/10.1057/9781137297297 1983; Drabek, 1986). Except in the most unusual circumstances, the required equipment, personnel, and other forms of material resource are present somewhere nearby. The problem is access and organization, not existence.作者: FID 時(shí)間: 2025-3-25 18:00 作者: cogent 時(shí)間: 2025-3-25 21:52
https://doi.org/10.1007/978-3-030-82786-1, they actively searched for new elements that could be integrated into their agency and their community. The elements they discovered were not new, really. That is, most had been developed elsewhere, at least in a basic sense. But these managers introduced them into their local communities and ther作者: 暖昧關(guān)系 時(shí)間: 2025-3-26 03:30 作者: Impugn 時(shí)間: 2025-3-26 05:52
https://doi.org/10.1007/978-1-4612-1986-6l listen. At times the complaints have a ring of rationalization. “Oh yes,” they seem to say, “we would like to be doing that, but, you know, they just won’t make the funds available.” When one probes, however, the variation among managers becomes apparent. Some are content to sit back and work with作者: bypass 時(shí)間: 2025-3-26 09:04
Modern Solid State Fermentationnt, such as fire or law enforcement, the function may loose identity. Furthermore, interagency conflicts may carry over. Emergency management personnel nested within a fire department, for example, may encounter limited cooperation from police personnel who view them as surrogates of a rival departm作者: Anthrp 時(shí)間: 2025-3-26 14:31
https://doi.org/10.1007/978-3-030-54352-5ecome threatening to their agency. They had learned that quick action could nip something in the bud before it got out of hand. Serious strains can be defused before they disrupt the delicate network of relationships among sectors within the community. Differences of viewpoint and priorities will al作者: 易怒 時(shí)間: 2025-3-26 19:45
https://doi.org/10.1057/9780230274761ers to fit their particular needs. So, depending on their audience, and the time available, many emergency managers will refer to the ambulance at the bottom of the cliff. Because of the frequency with which small children would wander off from families enjoying a picnic, the local community had inv作者: 深淵 時(shí)間: 2025-3-26 21:02
https://doi.org/10.1007/978-3-319-21293-7nitored continually. Surveillance is a fundamental requirement which successful managers do almost by instinct. Casual, even socially motivated behaviors are combined with more consciously directed efforts so as to maintain an acute awareness of what is going on around them. Thus, when asked to refl作者: Consequence 時(shí)間: 2025-3-27 02:51
https://doi.org/10.1007/978-3-030-76267-4iduals will cross an organizational boundary and become employed elsewhere. Depending on their position, their access to in-house information, and their own perceptiveness, such people can prove to be invaluable resources. But there are other ways to penetrate organizational boundaries. A common tac作者: Factual 時(shí)間: 2025-3-27 08:58
https://doi.org/10.1007/978-3-031-31632-6s the difference and seeks to monitor those in the community who represent a potential threat. At times, more than monitoring is justified. Cooptation is one of the most commonly used strategies to neutralize resistance and hostility from antagonistic community groups.作者: 認(rèn)識(shí) 時(shí)間: 2025-3-27 12:26
Book 1990psychological, physical, biological, and poli tical sciences. Because there is seldom an opportunity to illustrate, much less teach, those complexi ties wi thin an integrated curriculum, this volume deserves a warm welcome because it helps do that. Dr. Drabek began his study of emergency management 作者: 夜晚 時(shí)間: 2025-3-27 14:00 作者: CLAN 時(shí)間: 2025-3-27 20:23 作者: 無價(jià)值 時(shí)間: 2025-3-28 00:52
https://doi.org/10.1007/978-1-349-18570-2Upon reviewing this information, three broad clusters of ideas emerged that pertained to (1) agency changes; (2) alterations in interorganizational relationships; and (3) shifts in community support and perceptions of community vulnerability. Let’s examine each of these contextual qualities briefly.作者: STRIA 時(shí)間: 2025-3-28 03:22
Modern Schools of Linguistic Thoughtain perspective--has proved useful in organizing and interpreting research results in a variety of settings, especially those following large-scale disasters (Drabek, 1985b, 1983; Drabek et al., 1981).作者: 制度 時(shí)間: 2025-3-28 09:39
https://doi.org/10.1057/9780230274761 bottom of the cliff. Because of the frequency with which small children would wander off from families enjoying a picnic, the local community had invested a considerable amount of money in a high-powered vehicle that could rush injured children to a nearby hospital. Finally, one radical town member proposed an alternative. Why not build a fence?作者: aneurysm 時(shí)間: 2025-3-28 11:07 作者: Credence 時(shí)間: 2025-3-28 16:51
https://doi.org/10.1007/978-3-030-54352-5 direct reflection of their skill in controlling relevant segments of the community agenda. This was accomplished in three different ways: (1) proactive stances, (2) structured ambiguity, and (3) avoidance behavior.作者: 拍下盜公款 時(shí)間: 2025-3-28 19:50 作者: 大火 時(shí)間: 2025-3-29 00:58
Agenda Control direct reflection of their skill in controlling relevant segments of the community agenda. This was accomplished in three different ways: (1) proactive stances, (2) structured ambiguity, and (3) avoidance behavior.作者: Hdl348 時(shí)間: 2025-3-29 06:01 作者: Keshan-disease 時(shí)間: 2025-3-29 10:23
The Organizational Context vary widely today. When the planet is used as the referent, this variation is profound (Burton et al., 1978). Explicit recognition of such variabilities in both policy and its determinates sets the context for this analysis (Kasperson and Pijawka, 1985).作者: 擔(dān)憂 時(shí)間: 2025-3-29 14:09
Constituency Supportwill vary. Detailed review of the interviews indicated that four different approaches were used widely: (1) expanding another agency’s resource base; (2) providing emergency management planning expertise; (3) policy influence; and (4) integration of volunteers.作者: 無能力 時(shí)間: 2025-3-29 15:44 作者: 恃強(qiáng)凌弱的人 時(shí)間: 2025-3-29 23:02
Entrepreneurial Actionsin the budget allocated. Others seem to be out beating the bushes and finding ways to link things together through various forms of creative financing. It is the attitude that spells the difference between success and just doing the job.作者: 行為 時(shí)間: 2025-3-30 00:03
Twelve Successful Managerssophies of emergency preparedness, the primary mission of each unit was to function as the disaster coordinating agency among other locally based organizations and state and federal bureaus. In this chapter we’ll learn why these 12 were selected and how it is that we know they had been reasonably successful in their managerial roles.作者: prosthesis 時(shí)間: 2025-3-30 06:55
Themes in Agency Case HistoriesUpon reviewing this information, three broad clusters of ideas emerged that pertained to (1) agency changes; (2) alterations in interorganizational relationships; and (3) shifts in community support and perceptions of community vulnerability. Let’s examine each of these contextual qualities briefly.作者: 無法取消 時(shí)間: 2025-3-30 09:53
A Stress-Strain Perspective on Managerial Behaviorain perspective--has proved useful in organizing and interpreting research results in a variety of settings, especially those following large-scale disasters (Drabek, 1985b, 1983; Drabek et al., 1981).作者: Salivary-Gland 時(shí)間: 2025-3-30 14:57 作者: 意外 時(shí)間: 2025-3-30 16:43 作者: degradation 時(shí)間: 2025-3-30 23:33 作者: 邊緣 時(shí)間: 2025-3-31 04:44 作者: NUL 時(shí)間: 2025-3-31 07:04
