Management and Leadership Emergencies Research Paper

Pages: 16 (4963 words)  ·  Bibliography Sources: 10  ·  File: .docx  ·  Level: Master's  ·  Topic: Education - Social Issues

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[. . .] Furthermore, they allow for a varied perspective in the ways in which emergency situations can be tackled, despite perceived challenges or obstacles.

The final article deals with leadership styles that emergency management staff may adopt during a crisis. Close loop communication is mentioned extensively and serves as the basis of communication for crisis resource management which incorporates certain leadership styles for proper execution of processes. "development of Crisis Resource Management (CRM), systematic educational program designed to improve team performance based on knowledge from the aviation context to ensure the quality of teamwork . . . a standardized scheme of communication has become a core component of CRM" leaders (Hargestam, Lindkvist, Jacobsson, Brulin, & Hultin, 2016, p. e009912). Two leadership styles were seen within Crisis Resource Management (CRM), egalitarian and authoritarian.

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Experience in trauma courses, ethnicity, and CLC both team and leader were variables in which leadership style was most effective. CLC was a component in the shift of leadership styles with short answers and directive belonging to the authoritative style and long, open-ended answers to the egalitarian. Researchers founds CLC allowed for assessment of variables and improved overall communication between team and leader. The article suggests that although CLC is not a natural component to communication, it should be implemented.

CLC may not come naturally to the professionals in the trauma team. The reasons for this might include time pressure and workload, as well as hierarchical and interpersonal factors. Establishing a routine helps to normalize the practice of closed-loop communication during emergencies, as does role modelling by team leaders (Hargestam, Lindkvist, Jacobsson, Brulin, & Hultin, 2016, p. e009920).

Research Paper on Management and Leadership Emergencies Assignment

In conclusion, this literature review highlighted several working theories for emergency management. It also provided recognition of distinct leadership styles. Communication in the form of CLC was found to be most conducive to emergency management. A theoretical framework also helped establish comprehension of the processes in emergency management.

Selected Situation

Management and Leadership (M&L) exists plays a vital role in emergency management. The various roles managers hold along with steps towards development and implementation of change, structure, and the selection process all have to do with M&L. Without these important aspects of emergency management, little would be done in case of an emergency. Briefly covered in the previous section, assessment can be a critical factor for emergency management.

M&L is the section of emergency management where most assessment is performed. Literature that provides a framework to enable assessment can lead to effective evaluation of several things like critical success factors, areas of weakness, and potential improvements.

One article shares a potentially new method for identifying critical success factors. "In this method, the evaluations of influencing factors in the form of intuitionistic fuzzy numbers (IFNs) are converted into basic probability assignments (BPAs). Then Dempster -- Shafer theory is adopted to combine group decision" (Li, Hu, Zhang, Deng, & Mahadevan, 2014, p. 504). Although this method is complex, involving computation, it shows how theory and analysis can lead to improved practice, especially concerning assessment. In a situation like flooding, critical success factors can be identified beforehand and then applied at the time of the crisis.

Researchers in the article stated that once the critical success factors were identified, they were optimized to improve efficacy, promoting success in emergency management. "By optimizing the five CSFs, the effectiveness and efficiency of the whole emergency management could be greatly promoted" (Li, Hu, Zhang, Deng, & Mahadevan, 2014, p. 504). So, if the role of M&L is examined through the perspective of evaluators, they are a key step in improving the overall process of emergency management.

Networks were also briefly mentioned in the previous section. Networks offer resources for emergency management. It can come in the form of general needs or specific needs. A 2013 study examined emergency management networks and their impact on emergency management. They go into detail about the increasing need for involvement of close interactions among a wide assortment of parties across fields. These fields can include emergency management, law enforcement, and public health along with sectors like the government; and levels of government.

Results revealed the importance of having a two-tiered network to better handle crises. "Analysis of data reveals a contrast between a core set of consistent (mostly governmental) actors and a peripheral set of rapidly turning over (mostly non-governmental) actors -- though the account depends on the mode of data on which one focuses" (Robinson, Eller, Gall, & Gerber, 2013, p. 344). Management and leadership promotes cohesion and fluidity among multiple groups and sectors. Without M&L there would lack of communication and confusion concerning tasks and responsibilities.

The role of M&L then become crucial for successful implementation of emergency management because they take on the role of mediator. They enable the continuation of communication through multiple streams. They also provide the kind of stability needed for emergency situations. Emergency situations can change depending on the nature of the disaster. For instance, a flood could cause water damage and loss of property and life. These are different factors that need to be analyzed and communicated accordingly. If it is not communicated properly, snags and higher losses can be incurred.

Finally, when looking at M&L regarding roles, they play a part in the interpersonal aspect of emergency management. There are several roles regarding interpersonal behavior within organizations. For example, there is the the leader, the figurehead, and the liason, to name some. These are some of the roles published in Mintzberg on Management Inside our Strange World of Organizations by Mintzberg in 1990 that fit into the category of interpersonal. The interpersonal category proves ideas and information, allowing coworkers to understand and communicate with each other (Mintzberg, 2007).

The figurehead is the one with the social, legal, and… [END OF PREVIEW] . . . READ MORE

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