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

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summary: In 1984, the Federal Emergency administration business enterprise (FEMA) and the nationwide organization of colleges of Public Affairs and management (NASPAA) collaborated to foster a group of students thinking about learn perform in emergency administration. The cause used to be to construct a group of researchers practitioners who could help enhanced functionality for an more and more hard 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 learn perform. The authors assessment adjustments in FEMA because the 1984 workshop and the impression of the NASPAA/FEMA fellows on study 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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New York: Marcel Dekker. Farazmand, A. (2004). Chaos and transformation theories: A theoretical analysis with implications for organization theory and public management. Public Organization Review, 3(4): 339–372. Farazmand, A. (2007). Learning from Katrina crisis: A global and international perspective with implications for future crisis management. Public Administration Review, Special Issue, 67(November–December): 149–159. Farazmand, A. (2009). Building administrative capacity for the age of rapid globalization: A modest prescription for survival.

4 Developing Intercultural Communication Skills (Behavioral) The principal overall objectives of the second part of the training program are to provide emergencymanagement practitioners with the sending and receiving skills needed to “improve and increase intentional communication across cultures” (Pedersen, 1994: 69) and with the ability to realize the benefits of transnational synergy when managing refugee-assistance crises. If successful, this part of the training program will equip crisis-assistance personnel to engage in multiculturally sensitive planning and to reach participatory decisions that are shaped by the unique orientations and customs of the involved refugee and host community populations.

They not only include the emergency management of natural and human-caused disasters, and the management of crises born out of such disasters, but also they include emergency governance on temporary bases during political, security, military, and national public health epidemic situations. Examples include wars, conflicts, public health disaster outbreaks, and so on. Similarly, crisis management includes a wide range of levels, scopes, types, severities and criticalities. Managing revolutionary crises is different from managing food shortages or refugee crises, and managing chaos and crisis-driven emergencies requires far more knowledge, skills, and attitudes than normal and benchmarked emergencies with routine or learned expertise from past experiences or practices.

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