Disaster Management Essay -- Business Management Studies

Disaster focal pointIntroductionAll disaster motorbuss must make decisions. Their decision involves acomparison between several alternatives and an evaluation of theoutcome. The quality of the decisions managers make is the true(p)measure of their performance. Each operational decision settlesfuture actions, which in turn, contain further decisions. Errors indecision-making, therefore, tend to be cumulative.Decision-making is the major responsibility of a disaster manager,regardless of his or her functional area or aim in the organization.Some of these decisions whitethorn have a strong clashing on the organization,while others will be significant, but less crucial. The important point,however, is that exclusively in all decisions will have some sort of effect.Variables in Decision-makingIn some cases, decisions are made where there are few alternatives andall the parameters of the decision can be clearly identified. However, galore(postnominal) decisions require that a cho ice be made between diametric coursesof action that may be affected by variables or events beyond amanagers control. For example, the national director of a refugee reliefoperation knows that the accuracy of new reach forecasts will dependin large measure, upon political events in other country. Similarly,a supply officer of a relief agency is set about with the problem of howmuch and what types of supplies should be ordered in the immediate wake of an earthquake, without knowing the full extent of thedisaster.Decision-making is carried out under three different conditions orsets of variables 1) certainty 2) risk and 3) uncertainty.1) Decision-making Under Conditions of Certainty When a managerknows or is certain of all the effec... ...e. Clarify the problem and try to steal irrelevant or unnecessary issues.Step 2. Gather and organize all the information about the problem. Put all the information in a logical form and sequence.Step 3. Extract the relevant infor mation.Step 4. try the information. Assess the quality and accuracy of the information and estimate the unknowns and variables that may influence the outcome of the decision.Step 5. Identify alternatives. Determine the alternatives and identify as many of the pros and cons and the possible outcomes of each.Step 6. Make the decision. Pick the best (most positive) alternative.Once a decision has been made, it should be adhered to. Hesitation orwavering fosters uncertainty and insufficiency of confidence in thedecision-maker, and can reduce the effectiveness of the decision.