Different Programs and How They Function within Disasters and Organizational Behavior - Case Study Example

Understanding the responses to disaster from organization also provides specific approaches and concepts that different organizations can use. This includes approaches that involve management and recovery of disasters within any given area. When beginning to look at disaster, there are several levels that are involved to have the correct prevention as well as responses. It is through the organizations insight, behavior and management that the correct responses can be made and that the civilians and victims who are in a disaster can receive the correct recovery. Understanding how an organization works at it's best, as well as how it can be developed for the correct behaviors also allows for a complete structure to develop for responses and assistance in any disaster. By understanding examples of different programs and how they function within disasters and organizational behavior, is also an understanding of how this alters the outcome for disaster recovery. The first example of an organization that is designed to respond to disasters is the Federal Office for Civil Protection. This specific organization is dedicated to over 168 governments around the globe, beginning in the year 2005 with implementation programs to help civilians who suffer from natural disasters. The concept is based around what is known as the Hyogo Framework, which has become a blueprint for global areas and is designed to help save lives when there is a natural disaster in a specific region. This is being designed with ways to reduce casualties as a preventative measure if it is seen that a natural disaster occurs in the region. This is combined with both a global platform to help with the recoveries, as well as national committees that are designed to implement the disaster recovery when a natural disaster occurs in the area (Federal Office for Civil Protection, 2008). The design that the Federal Office for Civil Protection offers is one that shows several areas for disaster recovery, all which are initiated at an international and national level. The first is the categories that the Federal Office for Civil Protection uses as a response method to the natural disasters. This includes preventative care for natural disasters. Educational programs, capacity development, building infrastructures against natural disasters, researching risks and building health facilities are all a part of the care that is given for the disaster recovery of this area. The second part to this is for disasters that have already occurred. The plans that are used in relation to this are relationship building, insurance coverage for risk management, safety zones for the disasters and building complex emergency routines for the disasters. Having both preventative care in several categories, as well as response systems for the natural disasters is what begins to classify this specific example. According to the classification system of Mullins, there are several aspects to consider with this. The first is that the organization works in relation to governments and civilians. The second is that it is an inter-relational as it works on an international level in collaboration to these specific affiliations. This is combined with being an organizational based affiliation, without moving into the public unless it is for help, assistance or training. The sociological basis of this includes a link to the public; however, the main basis is an internal classification that affiliates with government resources. This shows a link to the public; however, only resources and information is given for assistance with natural disasters. There is no participation that is completely involved from the public within this organization which moves it into an internal system for disaster recovery (Mullins, Wayman). Because of this specific classification system, there are also management approaches that can be adopted to allow the organization to function at it's best. This can be linked to Mullin's pyramidal organizational theory. This states that there is a top, middle and supervisory management, as well as workers that are underneath this. The top includes the least amount of workers; however, they have the most say in what occurs. This can be seen with this organization because there is a link from the government to the civilians. However, there is also an inter-relational development on several levels between the public and the workers. In this instance, the several levels of supervision for the disaster recovery occur first, only moving into the public, or the lower area of the pyramid for complete renovation and assistance, after it has moved through the international level, national level and regional areas. This is seen because the system begins with working as an international organization. However, there are also committees at the national level that supervise the local activities. This is what builds the partnership of the individuals and links the disaster recovery in specific ways (Mullins, Wayman, 2001). This can be compared to a second type of organizational theory that works to fully implement the strategy of this organization. This is known as the leadership theory. Within this, are eight stages that can be used within an organization to implement change. This starts with building a sense of urgency, putting together leadership to implement the change, developing a vision and strategy, moving towards empowerment through communication and producing a new culture for change. This is similar to the pyramidal organizational theory, but adds in the concept of leadership as a major importance within the organization. Because this has several levels of implementation, it is important that the leaders communicate and implement the change needed. This is linked to the large emphasis on prevention, education and resources that are available as preventative measures within a natural disaster. Because this is a main focus, it can be seen that leadership organization as a main behavioral approach works to effectively help this organization move forward. It is through the leaders at an international level that allow those to feel a sense of urgency and which communicates the need to implement specific strategies for prevention as well as care from natural disasters. These two organizational theories combine together to create the best effects within the organization (Kotter, John, 1996). This works best for this organization because it allows for the correct responses to be put into place. Because there are affiliations and partnerships at so many levels, it is essential to make sure that the government, international and national areas are all able to provide the correct resources and leadership responses in specific areas. Having different levels of management to ensure that this is done correctly allows for the responses to be more effective in certain regions and areas. It also provides specific behaviors among workers, where there is an understanding that the provisions and details given for disaster recovery come from higher and lower management so the correct work can be done. The second example of an organization that is used for disaster recovery is the International Civil Defense Organization. This is also an inter-governmental organization that focuses on global problems and issues throughout the world. The difference between this and the last organization is that it focuses on man made disasters, as well as natural disasters that occur. This is also known as the umbrella organization in which national civil defense structures work under. This specific program was developed in between the years 1974-1977 as a protocol from the Geneva Conventions. It was decided, that there needed to be international humanitarian laws that were implemented throughout the world to protect victims of specific crimes, warfare and problems throughout the world. Through this, the governments involved in the Geneva Conventions created this organization as a main area where development for assistance in time of disaster could be given. There are three main areas in which this organization focuses on. The first is development in different regions. This includes programs that work as preventative measures so civilians don't get hurt or injured in times of disaster. This also includes a development of partnerships at a national and international level so there are refuge areas in times of disaster. This is furthered by the second set of activities, which includes cooperation. This means that the organization works in conjunction with governments, civil defense areas and partnerships to help those who are in need of assistance in the time of disaster. The last step to this is promotion. This means that individuals in specific areas receive training, knowledge and become aware of how to be a part of disaster prevention through specific materials in different areas. These three types of prevention work together with the International Civil Defense Organization to help those in an area to be prepared, aware and able to find refuge in any type of disaster (ICDO, 2008). According to Mullins, this specific function of the organization moves into the classification of functioning at a very specific level. Because this organization is designed to work internationally and in relation to the government, this gives it the first classification of being an international and inter-relational organization that is intertwined with the government. This continues with being organizational based, instead of being public, as most of the activities are conducted and included inside of the organization first, then moving into the public for assistance. The sociological difference with this is linked to the disconnection that the main organization has to the public, as it is specifically based on governmental affiliations in response to disaster recovery. This classifies the organization outside of the public arena and also creates a specific culture in affiliation to the government relations of this organization. In relation to this, are specific management approaches that can be adopted. Specifically, this affiliation can be noted as having a bureaucratic organizational management system as working at it's best. This states that the organization functions best when it has complete authority and control over every situation. Because there are many internal links within this organization, the management in the area can only be effective with authority figures who control the disaster aspects. This means that certain individuals who manage within the organization need to directly link to governmental demands and respond with the correct system of implementation. This bureaucratic ideal allows those who work under this organization to have a complete understanding of what is needed within any disaster, as well as with the prevention plans. Since it is coming from government affiliations, this structure with power and authority in different places works best for the organizational management and creates responses that are clearly defined and organized within the organization (Neal, David, 2007). A third organization that can be referred to as a civil protection organization is the Red Cross. The objective of this specific response organization is to offer different disaster services to those in need. This includes regional, national and international services in times of a disaster. The structure of this includes volunteers and paid individuals who work in affiliation with the Red Cross. When a time of disaster occurs, certain individuals with the right training will move into the area to help civilians who are in need and who may have been hurt from the disaster that has occurred. This allows for individuals to be saved and to receive the proper treatment needed for both man made disasters, as well as natural disasters. Within this organization are several levels of help that are offered. This begins with response systems from a disaster occurring. For instance, if there is a flood, the Red Cross will move in to offer shelter, food and health needs for those in the area. Doing this allows for those to receive immediate help from the resources offered by the disaster recovery group. In combination with this are preventative measures that are taken. For instance, there is a sector that works on preparation for disasters. This includes informing and training individuals that may need help in time of a disaster. This also includes options such as health and safety services. Donating blood, offering medical assistance and having nursing as a continuous option allows individuals who may be fighting disease or illness in an area to have the help that is needed. The management functions within this by volunteers who donate and sponsor the resources that are given. This is combined with the volunteers who are able to provide help in specific instances. The affiliations within this are linked to government as response systems to civilians (American Red Cross, 2008). The way that this specific organization is organized moves into the Mullins classification as functioning on several levels for disaster recovery. The first is based on the level of functioning of the Red Cross. This starts with regional, national and international relations that are developed. While the Red Cross functions as a non-profit organization, it also works in conjunction with government organizations and affiliations, such as businesses for funding, sponsors and to understand what aid is needed. This allows the Red Cross to move into an inter-organizational classification. This is combined with functioning of the Red Cross to be from the organization and to the public, as well as from the public and to the organization. This classification area is because of the basis of volunteers, in which the organization functions by offering opportunities to the public for relief, and the public responds. This relationship places the Red Cross into a public classification arena. The last section to this classification is linked to the sociological classification. This includes a public relationship for growing awareness and social order to help with recovery, impact, responses and social units. This is combined with a management system for the civil protection organization. This specific organization can best be linked to classical organizational theories and management. This includes a four step process that allows the organization to function at it's best. This means that individuals within the organization each have a task, are matched to the tasks at hand and are supervised through planning and control. It can be seen that this is how the organization functions. Volunteers who come in are matched with a specific role they will play in the time of a disaster. This begins with the volunteers who offer donations to those who become trained nurses. They are then sent into an area at a time of need, and are watched by other volunteers who hold this role in the organization. This is combined with the concept of a systems theory for management. This means that individuals who are in the organization react to the environment. Because this is a disaster recovery, volunteers will step up according to the nature of the disaster and the classification of the disaster. This is what shapes the reality of the Red Cross organization and how it helps others, similar to the systems theory (Walonick, David, 1998). According to Mullins, this specific management of the Red Cross is what allows for it to function at it's best. Because the management is based on volunteers responding to crisis, it allows for correct decisions to be made and for the right assistance to always be available. This is because the humanitarian aspect of the civil defense response systems cause for individuals to make choices on when to step in for assistance and when their specific role is needed. This is a competitive type of response where volunteers are able to manage themselves and to be managed by other volunteers who will make the same competitive responses to the situation at hand. This allows for the performance of the Red Cross to stay at a high level. This includes health initiatives, preventative care for disaster, donations from volunteers and individuals who move into the disaster recovery system with specific qualifications. As this is done out of humanitarian competition for care, disasters are able to be taken care of with specific frequency and help. In the Mullins system, this type of organizational management allows for more activity and responses to occur (Mullins, 2004). Through these three different examples, it can be seen that there are three levels of organizational behavior and theories that are at work. The first is exclusively linked to a private sector of government relationships that allows for disaster recovery. In this instance, the best system for functioning is a bureaucratic system, where individuals that are at the higher end manage those who are helping with the disaster recovery and prevention. The second is a combination of the private and the public, where the organization works at an international and national level, with several committees. In this instance, the organizational behavior moves best with an understanding of the pyramidal structure. This allows for specific disaster recovery and implementation to occur with managers on several levels who understand a complete picture for assistance. The third is the public relationship to disaster recovery, as seen in the Red Cross. With this, the best allowance for organizational behavior is one of competition and specialization among volunteers so there can be specific roles and organization for disaster recovery and implementation. With these three types of organizational structures is the ability to move into complete disaster recovery and assistance within any community, as well as national and international assistance. Doing this, at any level, provides complete provisions for prevention, maintenance and responses to man made and natural disasters that may occur. The response is the ability to be more effective and efficient in the jobs that are being done within an organization and for the public. References 1. American Red Cross. (2008). American Red Cross Disaster Relief. Retrieved from: http://www.redcross.org/index.html. 2. Federal Office for Civil Protection. (2008). Hyogo Framework. Prevention Web. Retrieved from: http://www.preventionweb.net/english/hyogo/. 3. ICDO. (2008). National Civil Defence Structures Capacity Building. Retrieved from: http://www.icdo.org/activity.html. 4. Kotter, John. (1996). “Leading Change.” Harvard University Press: Boston. 5. Mullins, John, Orville Walker. (2004). Competency, Prior Performance, Opportunity Framing and Competitive Response: Exploring Some Behavioral Decision Theory Perspectives. Marketing Letters (7), (2), pgs. 147 – 162. 6. Mullins, Wayman. (2001). “A Sourcebook on Domestic and International Terrorism: An Analysis of Issues, Organizations, Tactics and Responses”. Charles Thomas: New York. 7. Neal, David. (2007). Effective Emergency Management: Reconsidering the Bureaucratic Approach. Disasters (19), (4), pgs. 327 – 337. 8. Walonick, David. (1998). Organizational Theory and Behavior. Stat Pac. Read More