Changes in response patterns of fire departments in civil disturbances.
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TextLanguage: ENG Series: Report series (University of Delaware. Disaster Research Center) ; 12Publication details: NOV 1972Description: 64p., refs appear throughout, 4 figsReport number: AcademicSubject: Crisis managementSubject: Disaster responseSubject: Fire departmentsSubject: Organizational behaviorSubject: The fire department as a whole has been viewed as an established crisis-relevant organization. This is an organization empowered to carry out its regular tasks when such a situation arises. This type of organization possesses both a community orientation or focus and emergency resources. It is the contention of this report that other levels of heirarchy may be forced by the exigencies of the situation to modify their structure and/or tasks. The model that the report uses is a stress model. The strict focus is on the response of the fire department to the stress placed upon it by one particular tye of crisis situation, the dissensus situation exemplified during civil disorders. The general conclusion is that it is necessary to view the organization in both its normal, everyday setting and its extra-normal crisis settings, dissensus and consensus. Only then can the changes in structure and tasks that lie at the heart of the fire department be seen
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Australian Emergency Management Library | BOOK | 302.3 WAX (Browse shelf(Opens below)) | Available | 004631249 |
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Crisis management
Disaster response
Fire departments
Organizational behavior
The fire department as a whole has been viewed as an established crisis-relevant organization. This is an organization empowered to carry out its regular tasks when such a situation arises. This type of organization possesses both a community orientation or focus and emergency resources. It is the contention of this report that other levels of heirarchy may be forced by the exigencies of the situation to modify their structure and/or tasks. The model that the report uses is a stress model. The strict focus is on the response of the fire department to the stress placed upon it by one particular tye of crisis situation, the dissensus situation exemplified during civil disorders. The general conclusion is that it is necessary to view the organization in both its normal, everyday setting and its extra-normal crisis settings, dissensus and consensus. Only then can the changes in structure and tasks that lie at the heart of the fire department be seen
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