Articoli di riviste: "Emergency management"

1

Perlman, Bruce J. "Emergency Management and the Management of Emergence". State and Local Government Review 47, n. 1 (marzo 2015): 45–47. http://dx.doi.org/10.1177/0160323x15575186.

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Ross, Kevin L., e Caryn M. Bing. "Emergency Management". Home Healthcare Nurse: The Journal for the Home Care and Hospice Professional 25, n. 6 (giugno 2007): 370–77. http://dx.doi.org/10.1097/01.nhh.0000277684.58551.d4.

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Beroggi, G. E. G. "Emergency management". Safety Science 35, n. 1-3 (giugno 2000): 1–2. http://dx.doi.org/10.1016/s0925-7535(00)00018-7.

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Gervais, Jerry. "Emergency management". Nursing Management (Springhouse) 37, n. 7 (luglio 2006): 13. http://dx.doi.org/10.1097/00006247-200607000-00004.

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5

Argôlo, Ludmila Drumond, Gabriel Henriques Amorim, Isabella Marsaro Chamon Ribeiro, Maria Eduarda Guzzo Zampier de Souza, Antonella Zanotti Locatelli, Bárbara Beatriz Amaral Rodrigues, Isabella Lopes Saad Meirelles et al. "EMERGENCY MANAGEMENT". International Journal of Health Science 4, n. 68 (24 luglio 2024): 2–10. http://dx.doi.org/10.22533/at.ed.1594682424076.

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Kapucu, Naim, Tolga Arslan e Fatih Demiroz. "Collaborative emergency management and national emergency management network". Disaster Prevention and Management: An International Journal 19, n. 4 (31 agosto 2010): 452–68. http://dx.doi.org/10.1108/09653561011070376.

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7

Young, PhD, FCILT, Richard R., e Matthew R. Peterson, MBA, CSCP, SCOR-P. "Emergency management logistics must become emergency supply chain management". Journal of Emergency Management 12, n. 2 (1 marzo 2014): 171. http://dx.doi.org/10.5055/jem.2014.0171.

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Abstract (sommario):

Much has been written about how emergency management (EM) needs to look to the future regarding issues of resource management (monetary, human, and material). Constraints on budgets are ongoing and the staffing of emergency response activities is often difficult because volunteers have little to no training. The management of material resources has also been a challenge because 1) the categories of material vary by the type of emergency, 2) the necessary quantities of material are often not located near the ultimate point of need, and 3) the transportation assets are rarely available in the form and quantity required to allow timely and effective response. The logistics and resource management functions of EM (what we refer to as EM logistics) have been largely reactive, with little to no pre-event planning for potential demand. We applied the Supply Chain Operational Reference (SCOR) model to EM logistics in an effort to transform it to an integrated and scalable system of physical, information, and financial flows into which are woven the functions of sourcing, making, delivering, and returning, with an overarching planning function that transcends the organizational boundaries of participants. The result is emergency supply chain management, which embraces many more participants who share in a larger quantity of more useful information about the resources that need to be deployed when responding to and recovering from emergency events.

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Yexin, Sun. "Emergency management and globalization: Modern challenges". Izvestiya of Saratov University. Sociology. Politology 23, n. 4 (22 novembre 2023): 474–81. http://dx.doi.org/10.18500/1818-9601-2023-23-4-474-481.

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Globalization has a significant impact on the process of emergency management. The COVID-19 pandemic has shown the relevance of studying the problem of globalization in relation to emergency management. Nevertheless, this topic has been poorly studied in Russian science, while receiving some coverage abroad. This article examines both positive and negative aspects of the impact of globalization on the process of emergency management. The challenges of globalization include the emergence of new types of crises, the problem of preserving national sovereignty, uneven effectiveness of emergency management, difficulty in coordinating actions, information threats, etc. The positive aspects include an increase in the efficiency and speed of emergency response around the world, an increase in the resource base, as well as the transit of knowledge and technology. The author gives certain recommendations in overcoming the challenges of globalization to increase the effectiveness of its positive aspects on the process of emergency management, such as the creation of specialized international organizations, the creation of international emergency response strategies and the creation of operational channels for the exchange of reliable information.

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Hariyanto, Achmad, e Isngadi Isngadi. "Management of Geriatric Anesthesia on Emergency Surgery". Journal of Anaesthesia and Pain 2, n. 2 (30 maggio 2021): 70–75. http://dx.doi.org/10.21776/ub.jap.2021.002.02.03.

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In geriatric patients, emergency surgery is more common than elective surgery. The incidence of medical complications increases along with aging while the rate of surgical complications remains constant. Postoperative complications escalates short-term morbidity and mortality and also associated with decreasing long-term survival. The main purposes of geriatric patients' care were to maintain hemodynamics, speed up recovery, and perform an assessment to avoid any further decline in functional capacity. The choice of anesthesia and how to administer anesthesia agents should be adjusted for the geriatric patient.

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Hochbaum, Solomon R. "Emergency Airway Management". Emergency Medicine Clinics of North America 4, n. 3 (agosto 1986): 411–25. http://dx.doi.org/10.1016/s0733-8627(20)31013-0.

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Finucane, Brendan T. "EMERGENCY AIRWAY MANAGEMENT". Anesthesiology Clinics of North America 13, n. 3 (settembre 1995): 543–64. http://dx.doi.org/10.1016/s0889-8537(21)00503-4.

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Bodenham, A. R. "Emergency Airway Management". British Journal of Anaesthesia 102, n. 3 (marzo 2009): 437. http://dx.doi.org/10.1093/bja/aen392.

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13

Hurford, William E. "Emergency Airway Management". Anesthesia & Analgesia 72, n. 1 (gennaio 1991): 133. http://dx.doi.org/10.1213/00000539-199101000-00032.

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14

Papadatos, Anthony. "Emergency Airway Management". Emergency Medicine News 27, n. 8 (agosto 2005): 20. http://dx.doi.org/10.1097/00132981-200508000-00031.

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Asai, T. "Emergency Airway Management". British Journal of Anaesthesia 115, n. 5 (novembre 2015): 805–6. http://dx.doi.org/10.1093/bja/aev328.

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16

Boylan, John F., e Brian P. Kavanagh. "Emergency Airway Management". Anesthesiology 109, n. 6 (1 dicembre 2008): 945–47. http://dx.doi.org/10.1097/aln.0b013e31818e3f8f.

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17

Blanda, Michele, e Ugo E. Gallo. "Emergency airway management". Emergency Medicine Clinics of North America 21, n. 1 (febbraio 2003): 1–26. http://dx.doi.org/10.1016/s0733-8627(02)00089-5.

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18

Carrozzella, Janice, e Edward C. Jauch. "Emergency Stroke Management". Nursing Clinics of North America 37, n. 1 (marzo 2002): 35–57. http://dx.doi.org/10.1016/s0029-6465(03)00081-1.

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19

Kononov, D. A. "Environmental Emergency Management". IFAC-PapersOnLine 52, n. 25 (2019): 35–39. http://dx.doi.org/10.1016/j.ifacol.2019.12.442.

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20

Simon, Barry, e Gary P. Young. "Emergency Airway Management". Academic Emergency Medicine 1, n. 2 (29 settembre 2008): 154–57. http://dx.doi.org/10.1111/j.1553-2712.1994.tb02748.x.

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21

Smith, R. M. "(ii) Emergency management". Current Orthopaedics 10, n. 1 (gennaio 1996): 13–17. http://dx.doi.org/10.1016/s0268-0890(96)90063-8.

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22

EKER, Bülent, e Yalçın KARGÖZLER. "FIRE EMERGENCY MANAGEMENT". Proceedings on Engineering Sciences 1, n. 2 (1 giugno 2019): 295–300. http://dx.doi.org/10.24874/pes01.02.026.

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23

Jones, G., e C. Bridle. "Medical emergency management". Bulletin of the Royal College of Surgeons of England 100, n. 7 (ottobre 2018): 292–94. http://dx.doi.org/10.1308/rcsbull.2018.292.

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24

Brennan, John. "Emergency Department Management". Pediatric Emergency Care 13, n. 5 (ottobre 1997): 362–63. http://dx.doi.org/10.1097/00006565-199710000-00020.

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25

Hodges, Alan. "Emergency Risk Management". Risk Management 2, n. 4 (ottobre 2000): 7–18. http://dx.doi.org/10.1057/palgrave.rm.8240064.

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26

Kasdan, David Oliver. "Emergency Management 2.0". Urban Affairs Review 52, n. 5 (3 agosto 2016): 864–82. http://dx.doi.org/10.1177/1078087415574730.

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27

Kazl, Cassandra, e Josiane LaJoie. "Emergency seizure management". Current Problems in Pediatric and Adolescent Health Care 50, n. 11 (novembre 2020): 100892. http://dx.doi.org/10.1016/j.cppeds.2020.100892.

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28

Jain, Richa, Deepak Bansal e R. K. Marwaha. "Hyperleukocytosis: Emergency Management". Indian Journal of Pediatrics 80, n. 2 (24 novembre 2012): 144–48. http://dx.doi.org/10.1007/s12098-012-0917-3.

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29

Husarina, Nataliia, e Svitlana Cherkasova. "Emergency risk management". Economic journal Odessa polytechnic university 3, n. 17 (25 maggio 2021): 63–68. http://dx.doi.org/10.15276/ej.03.2021.9.

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Abstract (sommario):

The article is devoted to risk management of emergencies. Approaches to the interpretation of the terms "risk" and "risk management" are studied. The factors influencing the process of making managerial decisions and the principles of implementation of risk management tactics and strategies are considered. The stages of risk development, the main tasks of risk management are considered. The construction of the risk management process and the factors influencing the formation of the risk management system of emergencies are studied.

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30

Tušer, Irena, e Sarka Hoskova-Mayerova. "Emergency Management in Resolving an Emergency Situation". Journal of Risk and Financial Management 13, n. 11 (30 ottobre 2020): 262. http://dx.doi.org/10.3390/jrfm13110262.

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Experience gained from NATO operations shows that the basis for an effective solution to a crisis is a combination of a comprehensive political, civilian and military approach. The cooperation of all stakeholders is thus a basic prerequisite for the effective resolution of crisis situations. These aspects and stakeholders include emergency management. This paper deals with civil-military cooperation in times of emergency caused by the COVID-19 pandemic in the Czech Republic. It qualitatively evaluates the findings resulting from the questionnaire survey focused on the state of crisis preparedness of the Army of the Czech Republic and the functionality of emergency management in cooperation with rescue work with other teams of the rescue system. The questionnaire was carried out at military units in all regions of the Czech Republic; organizational units of the Ministry of Defence with nationwide competence, which were directly involved in securing measures related to the declaration of a state of emergency due to the COVID-19 pandemic in March—May, 2020; Operations Command, which currently manages operations in the Czech Republic designed to manage the consequences of a pandemic; and members of the Ministry of Defence participating in the activities of the Strategic Command and Control Group. A total of 21 stakeholders took part. The experience in managing the consequences of the COVID-19 pandemic have shown that armed forces around the world have an irreplaceable position in dealing with nonmilitary crises. The conclusions and recommendations obtained from the research survey are the content of this paper.

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31

Drabek, PhD, Thomas E. "Theories relevant to emergency management versus a theory of emergency management". Journal of Emergency Management 3, n. 4 (1 luglio 2005): 49. http://dx.doi.org/10.5055/jem.2005.0040.

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32

Gibney, Lisa A., Scott E. Hansen e Walter E. Wright, CEM. "Emergency management: Consequence management decision making". Journal of Emergency Management 2, n. 4 (1 ottobre 2004): 36. http://dx.doi.org/10.5055/jem.2004.0043.

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Emergency managers have a dilemma in deciding what to do when there is an emergency that affects their community. Those who have habitual hazards in their community are basically prepared. When a tornado is sighted in “tornado alley,” everyone knows what to do. When a hurricane is coming to shore along the Florida and Texas Gulf Coast, there are basic emergency steps to follow. But in this time of new and more challenging risks, we need a better system to coordinate community emergency decision making, no matter what the hazard. A simple solution is to adopt the four-level emergency event classification system that is already in use with communities with commercial nuclear power plants.

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33

Samberg, Andre. "Smart Solutions for Sustainable Emergency and Crisis Management". Information & Security: An International Journal 40, n. 1 (2018): 5–8. http://dx.doi.org/10.11610/isij.4000.

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34

Zólyomi, Zsolt. "Crisis Management". Hadmérnök 14, n. 1 (8 aprile 2019): 352–70. http://dx.doi.org/10.32567/hm.2019.1.27.

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The security professionals are always talking about Emergency Plan, Emergency Preparedness, Emergency Response, Crisis Management, Crisis Management Plan, Business Continuity Management, Business Continuity Plan. etc. That is a question whichcomes to my mind do we know exactly what these phrases meanings are? My experiences show, usually we have different interpretations on the above mentioned expressions. Briefly we need to have an Emergency Plan to provide our Emergency Preparedness and to be able to take our Emergency Responses in case of a real Emergency situation. If we were able to eliminate the Emergency situation the problemhas been solved. If we had no success the Emergency can be develop a crisis situation which we need to manage by the Crisis Management Plan. As we are over the crisis we need to adopt our Business Continuity Plan to be able to manage our continuous operationor production. The aim of this study to providea useful tool or set up for security leaders on Crisis Management which is a clear security task and not as like Emergency Preparedness which is related to safety organization as Business Continuity is connected to each business functions.

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35

Grove, Kevin J. "From Emergency Management to Managing Emergence: A Genealogy of Disaster Management in Jamaica". Annals of the Association of American Geographers 103, n. 3 (19 dicembre 2012): 570–88. http://dx.doi.org/10.1080/00045608.2012.740357.

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36

Smith, John M. "MANURE SPILL EMERGENCY MANAGEMENT". Proceedings of the Water Environment Federation 2000, n. 16 (1 gennaio 2000): 420–22. http://dx.doi.org/10.2175/193864700784994777.

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37

McEntire, PhD, David A., e Abraham David Benavides, PhD. "Learning in emergency management". Journal of Emergency Management 5, n. 3 (1 maggio 2007): 17. http://dx.doi.org/10.5055/jem.2007.0003.

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38

Roeder, MLS, Larry. "Understanding emergency information management". Journal of Emergency Management 13, n. 3 (1 maggio 2015): 188. http://dx.doi.org/10.5055/jem.2015.0231.

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Most of my career has been in diplomacy andinternational emergency management. Emergencymanagement positions range from local fire-fightingand city operations centers countering events likeHurricane Katrina to large-scale internationalrefugee and natural disaster operations, unfortunatelythe field has great job growth potential, more criseswill happen with increasingly complex informationproblems. That last point is obvious if we examinereports from USAID (US Agency for InternationalDevelopment), and the International Federation ofRed Cross and Red Crescent Societies. What we needare experts to identify vulnerabilities and solutions,officers who will also be able to blend the basics oflibrary/information management with well-designedcourses on the latest thinking on emergency management.My recommendation is that graduate schools oflibrary/information science build that marriage intheir curriculum as quickly as possible.

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39

Pathak, R. D. "Fibromyxoma larynx-emergency management". Indian Journal of Otolaryngology and Head and Neck Surgery 52, n. 2 (aprile 2000): 177–78. http://dx.doi.org/10.1007/bf03000345.

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40

Solomon, Andrew, e Professor Pierre Bouloux. "Emergency Management of Phaeochromocytoma". Acute Medicine Journal 4, n. 3 (1 luglio 2005): 99–104. http://dx.doi.org/10.52964/amja.0110.

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Phaeochromocytomas are catecholamine secreting tumours associated with unpredictable patterns of hypertension. A variety of forms of investigation are available for detecting hypersecretion of catecholamines or their metabolites. Recent developments in the biochemical diagnosis, localisation and management of phaeochromocytoma and its associated crisis are reviewed.

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41

Khakoo, Salim I., e William MC Rosenberg. "Emergency Management of Variceal". Acute Medicine Journal 2, n. 2 (1 aprile 2003): 58–63. http://dx.doi.org/10.52964/amja.0044.

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Variceal haemorrhage is a life-threatening condition requiring prompt emergency therapy. This paper summarises the key aspects of management of this condition in the acute setting, including airway management, fluid resuscitation, and pharmacotherapy. The value of therapeutic endoscopy, balloon tamponade and radiological shunt procedures are also highlighted.

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42

Etkin, David, e Peter Timmerman. "Emergency management and ethics". International Journal of Emergency Management 9, n. 4 (2013): 277. http://dx.doi.org/10.1504/ijem.2013.059866.

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43

Somerson, Steven J., Craig W. Husted, Susan W. Somerson e Michael R. Sicilia. "Mastering Emergency Airway Management". American Journal of Nursing 96, n. 5 (maggio 1996): 24–30. http://dx.doi.org/10.1097/00000446-199605000-00031.

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44

Taylor, Kathryn, e Julie Burke. "Modern medical emergency management". Vital 8, n. 2 (giugno 2011): 44–45. http://dx.doi.org/10.1038/vital1377.

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45

Edmeads, John. "Emergency Management of Headache". Headache: The Journal of Head and Face Pain 28, n. 10 (novembre 1988): 675–79. http://dx.doi.org/10.1111/j.1526-4610.1988.hed2810675.x.

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46

Duchene, MaryAnn. "Emergency Management in Action". Home Healthcare Nurse: The Journal for the Home Care and Hospice Professional 29, n. 6 (giugno 2011): 383–87. http://dx.doi.org/10.1097/nhh.0b013e31821b72b8.

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47

Chng, Y. M. "Pediatric Emergency Airway Management". Academic Emergency Medicine 11, n. 5 (1 maggio 2004): 438–39. http://dx.doi.org/10.1197/j.aem.2004.02.019.

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48

Chung, Ch. "Emergency Management of Paraphimosis". Hong Kong Journal of Emergency Medicine 10, n. 4 (ottobre 2003): 253–57. http://dx.doi.org/10.1177/102490790301000408.

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Objective To review the treatment modalities available for paraphimosis, with special emphasis on those applicable to the emergency department. Data source Relevant medical literature was searched through MEDLINE, EMBASE, CINAHL, and Cochrane Database. Manual search was performed in books on Urology, General Surgery and Emergency Medicine available in the Hospital Library. Further information was obtained through the Internet at < www.infoseek.com >. References cited in articles were also retrieved. Study selection Key words for the literature, Internet and textbook search were ‘paraphimosis’ and ‘treatment’. All available years of study were reviewed. Data extraction Relevant full text articles were obtained through the hospital library network. Original articles, review papers, medical practice, case reports, and relevant book chapters were reviewed. Data synthesis There were no prospective, randomised, controlled studies available. The majority were case series and expert experience or opinions only. Currently, a multitude of non-invasive and invasive treatment options are available, including manual reduction, help of non-crushing tissue forceps, puncture technique and dorsal slit. Conclusion All treatment methods are within the capability of the emergency physician. Hospitalization should rarely be required, unless there are serious complications.

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49

Bristow, Darlene P., e Charlotte A. Herrick. "Emergency Department Case Management". Lippincott's Case Management 7, n. 3 (maggio 2002): 121–28. http://dx.doi.org/10.1097/00129234-200205000-00006.

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Bristow, Darlene P., e Charlotte A. Herrick. "Emergency Department Case Management". Lippincott's Case Management 7, n. 6 (novembre 2002): 243–51. http://dx.doi.org/10.1097/00129234-200211000-00006.

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