All these are factors that have caused many changes to the roles that emergency service managers have to deal with (Birkland, 1999).As the identified changes take place and change the phase and nature of the work of emergency and fire and service, there are also some challenges that make it difficult for industry players to function effectively in accordance with the changes. One of these key challenges has to do with a problem that Kirschenbaum (2004) described as an apathy towards the profession. In a recent study by the author noted that most people take up the emergency and fire work not because they have the passion or desire for it but because they see it to be their last resort to bridging the unemployment sufferance they are faced with. Because of this, human resource within the industry can hardly be described as one that is committed and dedicated towards their roles to society. In such situations, much of the difficult and challenge comes to rest on managers who must use every form of motivation to encourage their workers to work hard and give off their best. There is also the issue of lack of training and supervision within the industry. From every indication, there are major changes that have shaped the expectations and roles of the industry. However, Mileti (2005) lamented that there have not been an equal level of training and development programs that aim at bridging the gap that currently exists within the industry.As much as the identified changes take place, Schneider (2004) also presents a new opinion. Community Risk and Political Concerns of the Fire Industry Strategic.
Birkland, T. (1999). After Disaster: Agenda Setting, Public Policy, and Focusing Events. Washington, D.C.: Georgetown University Press.
Comfort, L. K. (2003). “Assessment of Homeland Security Initiatives: Commonwealth of Pennsylvania.” Papers on the Role of the States in Homeland Security from the Working Group on Federalism Challenges, New York: Century Foundation.
Ellemor, H. and Jon B. (2005). “National Security and Emergency Management after September 11.” International Journal of Mass Emergencies and Disasters, 23: 5-26.
Hite, M. (2003). “The Emergency Manager of the Future: Summary of a Workshop, June 13, 2003.” Washington, D.C.: National Academy of Sciences, National Research Council.
Kirschenbaum, A. (2004). “Measuring the Effectiveness of Disaster Management Organizations.” International Journal of Mass Emergencies and Disasters, 22:75-102.
Mileti, D. S. (2005). “The Evolution of U.S. Emergency Management.” Pp. 7-10 in The Future of Emergency Management: Papers From the 2005 FEMA Emergency Management Higher Education Conference. Emmitsburg, MD: Federal Emergency Management Agency.
My Majors (2014). Emergency Management Director Career. Retrieved June 2, 2014 from http://www.mymajors.com/career/emergency-management-directors/skills/
Schneider, R. O. (2004). “An Overview of the ‘New’ Emergency Management.” Journal of Emergency Management, 2: 25-28.
Tierney, K. (2005). “The Red Pill.” Understanding Katrina: Perspectives From the Social Sciences, College Park, MD: University of Maryland, Social Science Research Center.
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