Crisis Management, Appropriate Solution to Achieve Mental Convenience During Disasters

Crises are not the normal ups and downs of an economic cycle or organizational routines, those recurring problems faced in the course of taking risks and exploring new opportunities. Consequently, crisis management can be seen as complementary to and acting in conjunction with business practices such as risk management and business continuity management. For example, while risk management aims to identify and mitigate risks, not all risks can be identified and contained, and a crisis may arise which needs action. A crisis management process is needed to control the damage and protect or restore public confidence. The purpose of crisis response preparedness is to create and maintain organizational ability to adequately respond to and manage a crisis. Whilst everyincident is unique and will require a tailored response, it is paramount that essential capacities are in place before an incident occurs, to enable an agency to adequately manage the situation in real-time. Emergency planning requires a commonly accepted set of assumed operational conditions that provide a foundation for establishing protocols and procedures. These assumptions are called planning assumptions, and the standard practice is to base planning on the worst-case conditions. Crises can neither be avoided nor accurately predicted. When they occur in the public sector, the community rightly expects that their government’s response will minimise harm to life and limb and to the operations of important public services, and restore the situation to normal as soon as possible. Senior officials and public organisations will also hope to emerge from crises with their reputations intact, even enhanced.

Keywords:

Disasters , People Life , Emergency Planning , Crisis Management