Approach for Developing Contingency Plans- N Hari krishna, Oxfam America, Coen Van Kessel, Oxfam Novib. Prepared for OI ECP Meeting, 17 April 2006, OGB Office,New Delhi
Managing Your Global Contingent WorkforcePopulus Group
The document summarizes a presentation about managing global contingent workforces. It discusses trends in global expansion and the gig economy. It also covers topics like determining contractor vs employee status, social costs across countries, and compliance issues when hiring internationally like rules around termination. Future projections include more specialized contract work and a truly global market for talent as the gig economy grows.
Expat Ease Managing An International Workforce V6.8expatease
25% of expatriates do not complete their contract assignments, often due to an inability to adapt to the new environment. The presentation discusses strategies for employers to attract and retain international staff by understanding the challenges expats face in living and working in a new country from an HR perspective, identifying what makes expats vulnerable to leaving, and employing short and long term strategies to harness the expat experience to improve workplace performance.
The document discusses key concepts in production and operations management. It covers (1) the definitions of production as converting inputs to outputs and operations management as activities that create value, (2) the production function that transforms inputs through a process to create outputs, and (3) the roles and responsibilities of a production manager for carrying out production. It also provides an overview of the different approaches to operations management, including classical, behavioral, and modeling approaches. Finally, it outlines the main functions of operations management like planning, organizing, controlling, and considering behavioral aspects.
WFP's role in responding to humanitarian emergencies and alleviating food insecurity has grown dramatically over the last decade. WFP's capacity to deliver food aid in emergencies has increased significantly. Today, WFP staff are highly regarded for their professionalism, skills, and competencies by colleagues and partners within and outside the UN system.
This document contains learning objectives and content about managing diversity in the workplace from chapter 8 of an organizational behavior textbook. It discusses how the changing US workforce requires effective diversity management. Specific topics covered include defining diversity, addressing issues like gender disparities and harassment, managing minorities and immigrants, disabilities, and an aging workforce. It also discusses managing diversity globally and how cultural differences impact management across countries.
The environment is infinite and includes everything outside the organization.
However, the analysts considers only the aspects of the environment to which the organization is sensitive and must respond to survive.
Thus, organizational environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.
The document discusses managing diversity in the workforce. It covers trends in the changing demographics of the US workforce including more women working and increasing ethnic diversity. It discusses government policies promoting equal employment opportunities. Effective diversity management practices that companies can adopt are outlined, including recruitment, support for minority employees, and work-life balance programs. Managing diversity brings competitive advantages like attracting diverse talent and better serving diverse customer bases.
The contingency approach to management states that there is no single best way to manage an organization. Rather, the most effective management style depends on various internal and external situational factors. Internally, factors like an organization's purpose, tasks, technology, structure impact management. Externally, socio-cultural, legal, economic, and technological environmental factors are important. The contingency approach advocates that managers analyze all relevant situational factors to determine the management approach most suitable for a given situation, as different circumstances require different organizational structures.
Managing Your Global Contingent WorkforcePopulus Group
The document summarizes a presentation about managing global contingent workforces. It discusses trends in global expansion and the gig economy. It also covers topics like determining contractor vs employee status, social costs across countries, and compliance issues when hiring internationally like rules around termination. Future projections include more specialized contract work and a truly global market for talent as the gig economy grows.
Expat Ease Managing An International Workforce V6.8expatease
25% of expatriates do not complete their contract assignments, often due to an inability to adapt to the new environment. The presentation discusses strategies for employers to attract and retain international staff by understanding the challenges expats face in living and working in a new country from an HR perspective, identifying what makes expats vulnerable to leaving, and employing short and long term strategies to harness the expat experience to improve workplace performance.
The document discusses key concepts in production and operations management. It covers (1) the definitions of production as converting inputs to outputs and operations management as activities that create value, (2) the production function that transforms inputs through a process to create outputs, and (3) the roles and responsibilities of a production manager for carrying out production. It also provides an overview of the different approaches to operations management, including classical, behavioral, and modeling approaches. Finally, it outlines the main functions of operations management like planning, organizing, controlling, and considering behavioral aspects.
WFP's role in responding to humanitarian emergencies and alleviating food insecurity has grown dramatically over the last decade. WFP's capacity to deliver food aid in emergencies has increased significantly. Today, WFP staff are highly regarded for their professionalism, skills, and competencies by colleagues and partners within and outside the UN system.
This document contains learning objectives and content about managing diversity in the workplace from chapter 8 of an organizational behavior textbook. It discusses how the changing US workforce requires effective diversity management. Specific topics covered include defining diversity, addressing issues like gender disparities and harassment, managing minorities and immigrants, disabilities, and an aging workforce. It also discusses managing diversity globally and how cultural differences impact management across countries.
The environment is infinite and includes everything outside the organization.
However, the analysts considers only the aspects of the environment to which the organization is sensitive and must respond to survive.
Thus, organizational environment is defined as all elements that exist outside the boundary of the organization and have the potential to affect all or part of the organization.
The document discusses managing diversity in the workforce. It covers trends in the changing demographics of the US workforce including more women working and increasing ethnic diversity. It discusses government policies promoting equal employment opportunities. Effective diversity management practices that companies can adopt are outlined, including recruitment, support for minority employees, and work-life balance programs. Managing diversity brings competitive advantages like attracting diverse talent and better serving diverse customer bases.
The contingency approach to management states that there is no single best way to manage an organization. Rather, the most effective management style depends on various internal and external situational factors. Internally, factors like an organization's purpose, tasks, technology, structure impact management. Externally, socio-cultural, legal, economic, and technological environmental factors are important. The contingency approach advocates that managers analyze all relevant situational factors to determine the management approach most suitable for a given situation, as different circumstances require different organizational structures.
The contingency approach recognizes that there is no single best way to manage and that the effectiveness of different managerial approaches depends on the situation. This approach was developed by theorists like Fiedler, Woodward, and Thompson. It holds that organizational structure and leadership style should match key situational factors like task structure, leader-member relations, and leader power. Managers must assess these contingency factors to determine the most appropriate approach. The contingency approach emphasizes adapting to situational differences rather than following universal principles of management.
This document discusses the importance of understanding cultural differences in managing a global workforce. It provides context on how globalization has increased diversity in workplaces and the need for cross-cultural understanding. Several frameworks for analyzing cultural dimensions are introduced, including individualism vs collectivism, power distance, uncertainty avoidance, and masculinity vs femininity. The document emphasizes that respecting different cultures, gaining knowledge of foreign cultures, and managing cultural differences strategically can help organizations overcome obstacles and benefit from diversity.
This document summarizes two approaches to management: the systems approach and contingency approach.
The systems approach views an organization as an open system composed of interrelated subsystems like production and management. It emphasizes studying how all parts interact rather than in isolation. However, this approach is complex and its conceptual framework is abstract.
The contingency approach is situational - there is no universally best way to manage as organizations face different situations. An organization's structure must fit its environment and tasks. Effectiveness depends on properly designing the organization and leadership style to fit tasks and workers. Various contingency theories also relate effective decision making to situational factors.
This document discusses organizational design and change. It states that there is no single best organizational structure, and the structure must match the company's strategy. Organizational design involves creating the right structure to implement strategy, while change modifies existing structures that no longer fit strategy. The document outlines different dimensions of organizational structure and contextual factors. It provides steps for developing an organizational design and notes that change affects structures and behaviors. Different structures are described that match various business and corporate strategies like diversification and internationalization.
This document summarizes a case study presentation about automobile companies establishing manufacturing plants in Eastern Europe. It discusses the entry strategies used, such as fully owned subsidiaries, offshoring, and international joint ventures. Companies are attracted to Eastern Europe due to the large untapped market, lower labor costs, and government incentives. This impacts suppliers and unions in Western countries, and benefits the overall EU economy through job growth, exports, and foreign direct investment. The auto industry is undergoing repositioning as demand changes and companies seek lower production costs globally.
This document discusses cross-cultural issues in human resources management at Maruti Suzuki India Limited (MISL). It outlines MISL's approach to managing a multicultural workforce, including implementing a "paired leadership model" and specialized training programs. It emphasizes the importance of respecting local cultural contexts and ground realities when establishing HR policies in another country. MISL is presented as a successful example of balancing Japanese and Indian cultures to achieve business success in India.
Chapter 3 Organizational Culture And Environment The Constraintsmanagement 2
This chapter discusses how organizational culture and the external environment constrain managers' discretion and decision-making. It defines organizational culture as shared meanings and beliefs held by members that influence their actions. Culture is shaped by seven dimensions and can be strong or weak. The external environment includes specific stakeholders like customers and competitors as well as general forces. Managers must assess environmental uncertainty and complexity to minimize risks. They also manage relationships with various stakeholders through approaches like boundary spanning and partnerships.
Diversity Management The Challenges And OpportunitiesShruti Bhatia
Managing diversity in organizations is important for several reasons. A diverse workforce can lead to greater creativity and innovation through different perspectives. It can also improve a company's public image and expand its markets. However, diversity also presents challenges like resistance to change, interpersonal conflicts, and backlash. The best companies manage diversity effectively by embracing diversity, recruiting and selecting employees fairly, providing training, being flexible, and avoiding stereotypes. They recognize diversity as an asset rather than just a legal requirement.
The contingency approach stresses the need for flexibility and adaptation of management practices and ideas to suit changing circumstances. It believes that no two situations are identical, so each requires a unique solution. Managers must be adaptable and flexible in their techniques to solve problems. As an example, the construction approach for one building may not work for another that requires a different strategy. The contingency approach advocates drawing from past and present management ideas like a "smorgasbord" to suit the specific needs of the business environment.
This document discusses cross-cultural communication and some of the differences in communication styles between high and low context cultures. It notes that culture is learned rather than inherent and can influence factors like preferred methods of interaction, understanding of verbal vs non-verbal cues, reasoning patterns, and formality. The document provides examples of high and low context cultures and lists some non-verbal communication behaviors and tips for effective cross-cultural communication.
Globalization is increasing the integration of economies worldwide through greater trade, investment, and technology sharing, which is impacting education through greater internationalization, privatization, and an increased focus on workforce skills. Education systems will need reforms like updated curricula focused on productivity, as globalization constrains national policies while spreading cultural influences and creating economic inequalities across borders. The impacts of globalization on youth experiences through technology, social changes, and economic realities will shape needed roles for education to best prepare students for an interconnected world.
This document provides an overview of cross-cultural management and culture. It discusses definitions of culture and introduces several cultural frameworks, including Hofstede's cultural dimensions model. Hofstede's model identifies and defines five dimensions of culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long-term vs short-term orientation. The document also summarizes Trompenaars' cultural dimensions model and describes additional research frameworks, including the GLOBE project cultural variables.
Workforce diversity refers to a mix of workers from different backgrounds including race, ethnicity, age, gender, culture and sexual orientation. The goals of workforce diversity include maximizing productivity and creativity, increasing employee loyalty, gaining competitive advantage, and improving decision making. Dimensions of diversity include primary dimensions like age, race and gender which are inborn, and secondary dimensions like education, religion and work culture. Managing diversity brings benefits like strengthening culture, enhancing reputation, attracting talent, and improving motivation, efficiency, and customer satisfaction. Approaches to manage diversity include individual approaches like learning and empathy, and organizational approaches like testing, training, and mentoring.
The document discusses diversity in the workplace. It defines diversity and outlines laws from the 1960s that promoted diversity and prohibited discrimination. Research on diversity has found both benefits like increased innovation and creativity, as well as potential negatives like conflict. Whether diversity has positive or negative effects depends on factors like organization size and culture. Many organizations now provide diversity training to increase awareness and promote effective management of diverse workplaces, though discrimination still exists in some companies.
Contingency theory proposes that there is no single best way to organize or lead an organization, and that the optimal approach depends on internal and external situational factors. Key points of contingency theory include: 1) different leadership styles are appropriate for different situations; 2) organizations perform best when their structure fits both the environment and the needs of its members; and 3) managers must analyze each unique situation to determine the most effective approach. Contingency theory rejects the notion that universal management principles can be applied in all cases.
-GLOBALIZATION
-ECONOMIC ISSUE ON GLOBALIZATION
-POLITICAL ISSUE ON GLOBALIZATION
-CONFLICT AND CONSENSUS IN THE EDUCATION
IMPACTS OF EDUCATION IN GLOBALIZATION
This document summarizes a participatory disaster risk reduction project in Nepal supported by the European Commission. The project is implemented by seven international partners across 22 districts in Nepal and aims to enhance the capacity of vulnerable communities to respond to disasters. Key initiatives include awareness campaigns reaching over 500,000 people, training 1,900 volunteers, forming disaster management committees, conducting vulnerability assessments, establishing early warning systems, and small-scale mitigation projects. Challenges include security issues restricting movement and a lack of resources. Moving forward, the project emphasizes institutionalizing disaster risk reduction and integrating it with development programs.
The document summarizes disaster risk reduction efforts in the Philippines presented by various DRR agencies. It outlines key thematic areas of governance, risk management and vulnerability reduction, risk assessment, knowledge and education, gender and disasters, and disaster preparedness and response. It also provides lessons learned, challenges, and gaps in each area as well as recommendations to strengthen DRR in the Philippines through policy changes, empowering local governance, knowledge building, and mainstreaming gender approaches.
5th International Disaster and Risk Conference IDRC 2014 Integrative Risk Management - The role of science, technology & practice 24-28 August 2014 in Davos, Switzerland
2006 StrongAngel III - integrated disaster response demonstration in San Diego. Directed by mentor Dr. Eric Rasmussen,MD,MDM,FACP http://about.me/EricRasmussenMD
This document discusses statistics on forcibly displaced persons in Africa and considerations for collecting and utilizing related data. It notes that while Africa Statistics Day celebrates data, the growing numbers of forcibly displaced in Africa are concerning. It outlines challenges in data collection including irregular information gathering and varying definitions. The document also discusses how data can provide insight and help design responses if collected properly with consideration for legal definitions, individual privacy, and capacity building among stakeholders.
The contingency approach recognizes that there is no single best way to manage and that the effectiveness of different managerial approaches depends on the situation. This approach was developed by theorists like Fiedler, Woodward, and Thompson. It holds that organizational structure and leadership style should match key situational factors like task structure, leader-member relations, and leader power. Managers must assess these contingency factors to determine the most appropriate approach. The contingency approach emphasizes adapting to situational differences rather than following universal principles of management.
This document discusses the importance of understanding cultural differences in managing a global workforce. It provides context on how globalization has increased diversity in workplaces and the need for cross-cultural understanding. Several frameworks for analyzing cultural dimensions are introduced, including individualism vs collectivism, power distance, uncertainty avoidance, and masculinity vs femininity. The document emphasizes that respecting different cultures, gaining knowledge of foreign cultures, and managing cultural differences strategically can help organizations overcome obstacles and benefit from diversity.
This document summarizes two approaches to management: the systems approach and contingency approach.
The systems approach views an organization as an open system composed of interrelated subsystems like production and management. It emphasizes studying how all parts interact rather than in isolation. However, this approach is complex and its conceptual framework is abstract.
The contingency approach is situational - there is no universally best way to manage as organizations face different situations. An organization's structure must fit its environment and tasks. Effectiveness depends on properly designing the organization and leadership style to fit tasks and workers. Various contingency theories also relate effective decision making to situational factors.
This document discusses organizational design and change. It states that there is no single best organizational structure, and the structure must match the company's strategy. Organizational design involves creating the right structure to implement strategy, while change modifies existing structures that no longer fit strategy. The document outlines different dimensions of organizational structure and contextual factors. It provides steps for developing an organizational design and notes that change affects structures and behaviors. Different structures are described that match various business and corporate strategies like diversification and internationalization.
This document summarizes a case study presentation about automobile companies establishing manufacturing plants in Eastern Europe. It discusses the entry strategies used, such as fully owned subsidiaries, offshoring, and international joint ventures. Companies are attracted to Eastern Europe due to the large untapped market, lower labor costs, and government incentives. This impacts suppliers and unions in Western countries, and benefits the overall EU economy through job growth, exports, and foreign direct investment. The auto industry is undergoing repositioning as demand changes and companies seek lower production costs globally.
This document discusses cross-cultural issues in human resources management at Maruti Suzuki India Limited (MISL). It outlines MISL's approach to managing a multicultural workforce, including implementing a "paired leadership model" and specialized training programs. It emphasizes the importance of respecting local cultural contexts and ground realities when establishing HR policies in another country. MISL is presented as a successful example of balancing Japanese and Indian cultures to achieve business success in India.
Chapter 3 Organizational Culture And Environment The Constraintsmanagement 2
This chapter discusses how organizational culture and the external environment constrain managers' discretion and decision-making. It defines organizational culture as shared meanings and beliefs held by members that influence their actions. Culture is shaped by seven dimensions and can be strong or weak. The external environment includes specific stakeholders like customers and competitors as well as general forces. Managers must assess environmental uncertainty and complexity to minimize risks. They also manage relationships with various stakeholders through approaches like boundary spanning and partnerships.
Diversity Management The Challenges And OpportunitiesShruti Bhatia
Managing diversity in organizations is important for several reasons. A diverse workforce can lead to greater creativity and innovation through different perspectives. It can also improve a company's public image and expand its markets. However, diversity also presents challenges like resistance to change, interpersonal conflicts, and backlash. The best companies manage diversity effectively by embracing diversity, recruiting and selecting employees fairly, providing training, being flexible, and avoiding stereotypes. They recognize diversity as an asset rather than just a legal requirement.
The contingency approach stresses the need for flexibility and adaptation of management practices and ideas to suit changing circumstances. It believes that no two situations are identical, so each requires a unique solution. Managers must be adaptable and flexible in their techniques to solve problems. As an example, the construction approach for one building may not work for another that requires a different strategy. The contingency approach advocates drawing from past and present management ideas like a "smorgasbord" to suit the specific needs of the business environment.
This document discusses cross-cultural communication and some of the differences in communication styles between high and low context cultures. It notes that culture is learned rather than inherent and can influence factors like preferred methods of interaction, understanding of verbal vs non-verbal cues, reasoning patterns, and formality. The document provides examples of high and low context cultures and lists some non-verbal communication behaviors and tips for effective cross-cultural communication.
Globalization is increasing the integration of economies worldwide through greater trade, investment, and technology sharing, which is impacting education through greater internationalization, privatization, and an increased focus on workforce skills. Education systems will need reforms like updated curricula focused on productivity, as globalization constrains national policies while spreading cultural influences and creating economic inequalities across borders. The impacts of globalization on youth experiences through technology, social changes, and economic realities will shape needed roles for education to best prepare students for an interconnected world.
This document provides an overview of cross-cultural management and culture. It discusses definitions of culture and introduces several cultural frameworks, including Hofstede's cultural dimensions model. Hofstede's model identifies and defines five dimensions of culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long-term vs short-term orientation. The document also summarizes Trompenaars' cultural dimensions model and describes additional research frameworks, including the GLOBE project cultural variables.
Workforce diversity refers to a mix of workers from different backgrounds including race, ethnicity, age, gender, culture and sexual orientation. The goals of workforce diversity include maximizing productivity and creativity, increasing employee loyalty, gaining competitive advantage, and improving decision making. Dimensions of diversity include primary dimensions like age, race and gender which are inborn, and secondary dimensions like education, religion and work culture. Managing diversity brings benefits like strengthening culture, enhancing reputation, attracting talent, and improving motivation, efficiency, and customer satisfaction. Approaches to manage diversity include individual approaches like learning and empathy, and organizational approaches like testing, training, and mentoring.
The document discusses diversity in the workplace. It defines diversity and outlines laws from the 1960s that promoted diversity and prohibited discrimination. Research on diversity has found both benefits like increased innovation and creativity, as well as potential negatives like conflict. Whether diversity has positive or negative effects depends on factors like organization size and culture. Many organizations now provide diversity training to increase awareness and promote effective management of diverse workplaces, though discrimination still exists in some companies.
Contingency theory proposes that there is no single best way to organize or lead an organization, and that the optimal approach depends on internal and external situational factors. Key points of contingency theory include: 1) different leadership styles are appropriate for different situations; 2) organizations perform best when their structure fits both the environment and the needs of its members; and 3) managers must analyze each unique situation to determine the most effective approach. Contingency theory rejects the notion that universal management principles can be applied in all cases.
-GLOBALIZATION
-ECONOMIC ISSUE ON GLOBALIZATION
-POLITICAL ISSUE ON GLOBALIZATION
-CONFLICT AND CONSENSUS IN THE EDUCATION
IMPACTS OF EDUCATION IN GLOBALIZATION
This document summarizes a participatory disaster risk reduction project in Nepal supported by the European Commission. The project is implemented by seven international partners across 22 districts in Nepal and aims to enhance the capacity of vulnerable communities to respond to disasters. Key initiatives include awareness campaigns reaching over 500,000 people, training 1,900 volunteers, forming disaster management committees, conducting vulnerability assessments, establishing early warning systems, and small-scale mitigation projects. Challenges include security issues restricting movement and a lack of resources. Moving forward, the project emphasizes institutionalizing disaster risk reduction and integrating it with development programs.
The document summarizes disaster risk reduction efforts in the Philippines presented by various DRR agencies. It outlines key thematic areas of governance, risk management and vulnerability reduction, risk assessment, knowledge and education, gender and disasters, and disaster preparedness and response. It also provides lessons learned, challenges, and gaps in each area as well as recommendations to strengthen DRR in the Philippines through policy changes, empowering local governance, knowledge building, and mainstreaming gender approaches.
5th International Disaster and Risk Conference IDRC 2014 Integrative Risk Management - The role of science, technology & practice 24-28 August 2014 in Davos, Switzerland
2006 StrongAngel III - integrated disaster response demonstration in San Diego. Directed by mentor Dr. Eric Rasmussen,MD,MDM,FACP http://about.me/EricRasmussenMD
This document discusses statistics on forcibly displaced persons in Africa and considerations for collecting and utilizing related data. It notes that while Africa Statistics Day celebrates data, the growing numbers of forcibly displaced in Africa are concerning. It outlines challenges in data collection including irregular information gathering and varying definitions. The document also discusses how data can provide insight and help design responses if collected properly with consideration for legal definitions, individual privacy, and capacity building among stakeholders.
Evidence shows that the frequency and intensity of climate-driven natural disasters and conflicts is increasing. Natural disasters are occurring nearly five times as often compared with 40 years ago, placing a huge burden on local economies and putting millions of people in a vicious cycle of food insecurity, malnutrition and poverty. Expanding needs, competing priorities and scarce resources globally mean that new, smart and effective tools and investments are needed to help attenuate the impact of disasters before they occur. Acting early before a disaster is critical: it can save lives, protect livelihoods from the immediate shocks and protect longer term development gains by increasing the resilience of local communities over time. As many climate-related hazards can be forecast, the international community has formally committed to moving progressively towards a more anticipatory approach in humanitarian assistance. Much emphasis is now made on the importance to shift the focus from response to prevention and mitigation, and to adapt financing modalities accordingly. Forecast-based Financing (FbF) releases humanitarian funding based on forecast information for pre-agreed activities reducing risks, enhancing preparedness and response, and making disaster risk reduction within the humanitarian assistance overall more effective. This webinar, is the second event of a mini-series hosted by FAO KORE and FAO EWEA on FbF and is jointly organized with the global Food Security Cluster (gFSC). It will be an opportunity to present and discuss experiences of Food Security Clusters, Cluster Lead Agencies and partners to strengthen community preparedness and resilience. In particular, the webinar will present experiences of FbF activities introduced in Bangladesh - one of the most disaster-prone countries in the world.
5th International Disaster and Risk Conference IDRC 2014 Integrative Risk Management - The role of science, technology & practice 24-28 August 2014 in Davos, Switzerland
This document provides an introduction and background for a 3-day training curriculum on community preparedness for reproductive health and gender. It acknowledges funding support from UNFPA and collaborations with organizations in the Philippines. It describes the development of the curriculum through pilot trainings conducted across 5 diverse settings. Key concepts for the training around contingency planning, disasters, disaster risk management, and disaster risk reduction are defined. The document provides an overview of the facilitator's guide and training agenda.
UNICEF is holding a workshop in Kathmandu, Nepal from November 18-20, 2013 to develop a consensus on how it will advance resilience programming aligned with its 2014-2017 Strategic Plan. The workshop aims to finalize a global position paper on resilience incorporating experiences from all regions, identify best practices and gaps, and establish targets and baselines to monitor resilience indicators. It will bring together 45 participants from country offices, regional offices and headquarters representing different sectors, functions and risk contexts. The workshop aims to provide strategic guidance on resilience as UNICEF's approach is reflected in its upcoming humanitarian and development plans.
Understanding Logistics in Disaster Response.docxwrite5
The document discusses strategies for logistics in disaster response. It investigates four policy options for responding to disasters: prepositioning supplemental resources, preemptive and phased deployment of assets, and increasing surge capacity of supplies and services. The options are analyzed in relation to a disaster classification system based on the localization and speed of onset of different disaster types. The research introduces a matrix to align logistics strategies with disaster types to help policymakers make resource management decisions.
Crowd Management at Nashik Kumbh Mela by Rajeev ChoubeyRajeev Choubey
The document provides details of the hazard, vulnerability, and risk assessment conducted for crowd management and security planning for the Kumbh Mela festival in Nashik in 2015-16. Key points include:
- Identifying hazards associated with the festival and prioritizing risks, with a focus on mitigating the highest risks first.
- Conducting extensive training for police and other personnel on crowd control, disaster management, and other emergency response techniques.
- Developing contingency plans to ensure normal operations can continue or quickly resume in case of any disruptions.
The document discusses convergence between academia and local governments in disaster risk reduction and climate change adaptation (DRR-CCA) implementation. It outlines the legal bases for collaboration, including the Disaster Risk Reduction and Management Act of 2010, which mandates mainstreaming of DRR and CCA. The document provides examples of collaboration, such as academia participating in local DRRM planning and budgeting meetings. It also provides guidance on developing project proposals and accessing DRRM funds to support school safety initiatives.
The document discusses principles of resilience in emergency preparedness. It argues that rigid exercises do not fully prepare responders for real disasters, as real events are unpredictable. International cooperation and more flexible "demonstrations" that incorporate failures and collaboration are better for developing resilience. The Strong Angel exercises showed the importance of layering communications, transportation, and power resources, as well as using open-source, redundant, and diverse tools. Face-to-face relationships and frequent communication also improve response. Media training is important to avoid potential consequences of poor interactions.
Ian Mumford of Canadian Blood Services was tasked with quickly developing an emergency pandemic preparedness plan. He convened a group of 33 employees from various departments to participate in a three-day syntegration. Syntegration is a methodology that fosters productive dialogue to tackle complex issues. Through structured team meetings, participants developed a 12-point agenda and recommendations as members, critics, and observers of topic teams. This resulted in an integrated framework for a pandemic plan with commitments across the organization. Since then, CBS has made progress finalizing details, but the major issues and policies are addressed, providing a foundation to manage a crisis.
Dipecho5 news letter 5th edition- march10DIPECHO Nepal
The document discusses capacity building efforts for disaster risk reduction in Nepal. It describes several organizations' projects:
1) Action Aid's project enhances knowledge and skills through trainings, develops systems/institutions, and advocates for stronger disaster policy.
2) CARE's project builds communities' capacity for risk reduction through participatory vulnerability analysis and supporting disaster management committees.
3) Several other organizations like Danish Red Cross, Handicap International, Mercy Corps, etc. also emphasize community-based disaster preparedness and capacity building.
Dipecho v news letter 5th edition- march10edmnepal
The document discusses capacity building efforts for disaster risk reduction in Nepal. It describes several organizations' projects that focus on building the capacities of communities, local governments, and other stakeholders. Key points:
- Action Aid's project enhances knowledge and skills through trainings, develops community disaster management committees, orients local leaders on disaster risk reduction, and advocates for stronger policies.
- CARE's project builds communities' capacities for risk reduction through its SAMADHAN project.
- Several other organizations like Danish Red Cross, Handicap International, Mercy Corps, etc. also undertake capacity building initiatives through community trainings, strengthening local systems, and scaling up early warning systems.
Programme planning and evaluation in extension workDegonto Islam
Programme is the total educational job being done in particular settings that forms the basis for extension plan. Programme planning is decision making process which actually analysis the existing condition and matter and evaluation the alternative approach to solve the crux with priorities of the human feeling and needs. Generally initial objectives are peoples participations at grass roots level.
A Time to Prepare - FEMA Program - updated 02082017 - JCB finalJames Breckinridge
The document proposes utilizing inland waterways and developing Tri-Modal Service Centers (TMSCs) to address challenges in responding to national disasters and infrastructure deficiencies. Each TMSC would have a dedicated Disaster Relief Staging Center (DRSC) to preposition relief supplies that could be quickly deployed using rail, truck, and barge transportation in the event of a crisis. This approach aims to establish preparedness through prepositioning of supplies while allowing for flexible response strategies depending on the disaster's characteristics. The development of TMSCs is presented as a transformation of the transportation industry that could help meet 21st century needs and provide more effective crisis response capabilities.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
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Next is the Nihon Language Academy in East Delhi, renowned for its comprehensive curriculum and interactive teaching methods. They boast a faculty of experienced educators with a blend of both Indian and Japanese nationals. The academy provides extensive support for JLPT exam preparation along with personalized tutoring sessions if needed. Nihon Language Academy also arranges exchange programs with partner institutes in Japan, which provides students an opportunity to experience Japanese culture and language first-hand.
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50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
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Approach To Contingency Plans
1. Approach for Developing
Contingency Plans
Achieving Readiness to Respond
N Hari krishna, Oxfam America, Coen Van
Kessel, Oxfam Novib. Prepared for OI ECP
Meeting, 17 April 2006, OGB Office,New Delhi
2. Achieving Readiness to Respond
CONTINGENCY PLANNING
CAPACITY
RESOURCES-TECHNICAL, HUMAN
FINANCIAL
COORDINATION
3. Expectations from CP
To have understanding of the disaster risk
context
To have access to human logistics
resources
FOR EARLY RESPONSE QUALITY
RESPONSE.