The position of the Emergency Manager within an organization’s emergency management program is often written about in the context of professionalization, duties, responsibilities, and core competencies. However, the organizational placement of the Emergency Manager as it relates to his or her location, or simply his or her spot within an organization, is seldom the subject of research. There is an ongoing range of opinions about placement. A typical university organizational structure places the position several levels of authority away from the university leadership/decision makers. The typical placement can be problematic for university Emergency Managers because, the further they are away from the leadership/decision makers, the less influence they have on items that affect the university emergency management functions. Improper placement can limit their ability to have influence and places them in a reduced position to conduct issue selling. University Emergency Managers need to be in position to influence policy and promote readiness. A survey was conducted involving university administrators at private institutions of higher education which consisted of a series of questions about their institution’s emergency management program. A key finding was that organizational placement of the Emergency Manager had no impact on the success of an emergency management program. The success of an emergency management program rests in the ability of the Emergency Manager to develop a network and to conduct issue selling.
|Commitee:||Allison, Robert, Jensen, Steven, Kreysa, Peter, Porter, Larry|
|School:||California State University, Long Beach|
|School Location:||United States -- California|
|Source:||MAI 55/04M(E), Masters Abstracts International|
|Subjects:||Higher Education Administration, Management|
|Keywords:||Emergency management, Emergency manager, Emergency planning, Organizational placement, University|
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