Disaster Management

Environmental Disaster Law and Practice

De: Krishna Kumar Singh

Narrado por: Virtual Voice

The world is anything but serene and still. We are all vulnerable to natural threats, both internal and external. Meteor showers, asteroids are only a few of the factors likely to pose threats to the world from space. As for the seemingly solid earth, the planet's interior has an inner core of molten elements. It surely would not be an exaggeration to call this part of the earth, which remains invisible to our eyes, "a flaming core". There also exists an atmosphere surrounding the earth, which is a "shield" against external threats. Yet, no part of the earth is immune against the effects of atmospheric forces like thunderstorms, storms, or hurricanes. Natural hazards may strike at any time. They can cause considerable loss of life and property. Generally referred to as "natural" disasters, earthquakes, lightning, flash floods, global wildfires, acid rain, and tidal waves have different intensities and effects. What is common to all these disasters is that in just moments they can reduce a city, with all its inhabitants, to ruin. What is most important, no human being has the power to combat or prevent any of these hazards. Heavy destruction is the legacy of catastrophes all over the planet. Yet, a disaster always affects only a particular region of the earth, thanks to nature's delicate balance which is a creation of Ishwar. A significant protection exists on earth for all living things as well as for human beings. The possibility of a devastating natural disaster always lurks in spite of this protection. Ishwar creates these disasters to show us how insecure our habitation can sometimes be. These outbursts of nature are reminders to all mankind that we have no control whatsoever over the planet. Likewise, each disaster serves the purpose of reminding us of our inherent weakness. These are surely warnings to those that can contemplate the significance of such events and draw lessons from the experience of others. In our professional life, we always face problems in the shape of daily problem solving activities. Problems require a big picture perspective—which means reflection, systematic planning, creative thinking and time. Operational activities squeeze important problems out. Daily routines, superficial behavior, poorly prioritized unfocused tasks leech managers` capacities- making unproductive business. The problem is not a lack of knowledge or resources. The real problem is that they simply do not do those things. They spend their time spinning their wheels, attending meetings and responding to every little query and problem. Management is “the art of getting things done.” Managers must act themselves and mobilize collective action on the part of others. The gap between knowledge and action, stretches wide and few managers seem able to cross it. The kind of behavior that exhibited active non-action as it is called pervasive corporate “knowing-doing gap.” Managers always complain about the problem of active non-action but have not fully understood the underlying dynamics. When driven by deep personal commitment to the goal that cuts out distractions and overcomes difficulties. The purposeful action is not a quick shuffle or mere flirtation with ideas. It is action taking to produce certain results with undivided resolve. Although external issues in an organization can make this kind of action taking difficulties. We are deeply indebted to all the Websites and Academicians, Researchers, professionals and all Managers who participated directly or indirectly in authoring this book, giving us generously not only their time but also their knowledge and perspectives. I have mentioned a few of them in the book, but many others who provided their cooperation a lot go unnamed. I pay my deep acknowledgement from my core of heart to all concerned people to pay their hearty as well as practical help to this book. And to so many others who have been left unnamed. We are also grateful to the United States of America an