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Volume 12, Issue 2 (9-2022)
Disaster Prev. Manag. Know. 2022, 12(2): 229-241 |
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Nikzad J, Motamed H, Mashayekh P, Ghasemi Zad A. Mechanisms of Role-playing NGOs in Crisis Management (Case Study: Iranian Red Crescent Society). Disaster Prev. Manag. Know. 2022; 12 (2) : 7
URL: http://dpmk.ir/article-1-507-en.html
URL: http://dpmk.ir/article-1-507-en.html
1- PhD Student in Educational Management, Islamic Azad University, Kazerun, Iran
2- Assistant Professor, Department of Curriculum Planning, Faculty of Humanities, Islamic Azad University, Kazerun, Iran
3- Associate Professor, Department of Curriculum Planning, Faculty of Humanities, Islamic Azad University, Kazerun, Iran.
2- Assistant Professor, Department of Curriculum Planning, Faculty of Humanities, Islamic Azad University, Kazerun, Iran
3- Associate Professor, Department of Curriculum Planning, Faculty of Humanities, Islamic Azad University, Kazerun, Iran.
Abstract: (1326 Views)
Background and objective: Crisis management is a specialized process to prevent the Crisis management is a specialized and multidimensional process to prevent the occurrence of crisis situations and to minimize the destructive effects of crises. The success of this process requires appropriate management knowledge and ability. Among the institutions in charge of crisis management, the NGOs have a special place as efficient and complementary in public sector institutions. These organizations play a complementary role in successful management of crisis due to their capabilities such as the ability to create deep local connections, public awareness, flexibility and rapid response and more often, their participation in crisis management leads to an improvement in the situation.
Given the importance of this role, the article intends to assessment the function of NGOs in crisis management, based on the Case Study of Iranian Red Crescent Society.
Method: In terms of purpose, this research was an application that was done by mixed method (qualitative and quantitative) with exploratory design. In the qualitative part, the content analysis method was used and in the quantitative part, the descriptive survey method was used. The statistical population is 20 people in the qualitative section, managers of the Red Crescent Society and managers and experts of other non-governmental organizations, ten of whom have been selected as a statistical sample by targeted snowball sampling; In addition, in a small part of the specialists of the Iranian Red Crescent Society and members and groups of other non-governmental organizations, the number of which reaches 40392 people was considered as a statistical population, which according to Krejcie and Morgan table, 381 of them by method Stratified random sampling was selected as the sample. In order to collect data in the qualitative part, two tools were used: semi-structured receipt and interview, and in the quantitative part, a questionnaire designed with a range of 5 Likert options was used.The face, content and structure validity of the tools were confirmed. And their combined reliability and Cronbach's alpha were also calculated above 0.7, which was confirmed. Exploratory factor analysis, confirmatory factor analysis and structural equations were used to analyze the data.
Findings: The role of non-governmental organizations in crisis management in the Iranian Red Crescent population were public education, resource allocation, social capital, human resource development and reconstruction and rehabilitation that public education with a factor of 0.920 has a greater impact and social capital with a factor of 0.646 that, has the least impact.
Conclusion: The results showed that non-governmental organizations have a constructive role in crisis management, and any of the other active groups in the country, according to their duties and the nature of their functional existence, can act as the executive arms of the Red Crescent in times of crisis and take action under the management of the Red Crescent.
Given the importance of this role, the article intends to assessment the function of NGOs in crisis management, based on the Case Study of Iranian Red Crescent Society.
Method: In terms of purpose, this research was an application that was done by mixed method (qualitative and quantitative) with exploratory design. In the qualitative part, the content analysis method was used and in the quantitative part, the descriptive survey method was used. The statistical population is 20 people in the qualitative section, managers of the Red Crescent Society and managers and experts of other non-governmental organizations, ten of whom have been selected as a statistical sample by targeted snowball sampling; In addition, in a small part of the specialists of the Iranian Red Crescent Society and members and groups of other non-governmental organizations, the number of which reaches 40392 people was considered as a statistical population, which according to Krejcie and Morgan table, 381 of them by method Stratified random sampling was selected as the sample. In order to collect data in the qualitative part, two tools were used: semi-structured receipt and interview, and in the quantitative part, a questionnaire designed with a range of 5 Likert options was used.The face, content and structure validity of the tools were confirmed. And their combined reliability and Cronbach's alpha were also calculated above 0.7, which was confirmed. Exploratory factor analysis, confirmatory factor analysis and structural equations were used to analyze the data.
Findings: The role of non-governmental organizations in crisis management in the Iranian Red Crescent population were public education, resource allocation, social capital, human resource development and reconstruction and rehabilitation that public education with a factor of 0.920 has a greater impact and social capital with a factor of 0.646 that, has the least impact.
Conclusion: The results showed that non-governmental organizations have a constructive role in crisis management, and any of the other active groups in the country, according to their duties and the nature of their functional existence, can act as the executive arms of the Red Crescent in times of crisis and take action under the management of the Red Crescent.
Article number: 7
Type of Study: Research |
Subject:
Special
Received: 2022/06/2 | Accepted: 2022/06/15 | ePublished: 2022/09/19
Received: 2022/06/2 | Accepted: 2022/06/15 | ePublished: 2022/09/19
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