The Relationship Between Emergency Management And Terrorism

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This is a type of brainwashing made by terrorist to make people feel like they had to donate or that they had to join their side and if they didn 't, that it made them less of a Muslim and made them feel like they didn 't support their country or their people. Thousands would donate to these organizations through the Internet. Terrorist choose to use the Internet because of its broad connections throughout the globe. They are able to raise, transfer and accept funds from anywhere in the world in a matter of minutes using the Internet. With increasing technology they are able to do so through sites such as PayPal.
Terrorist usually try and mask their identities when soliciting funds over the Internet or when using their phones. They try to
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Planning for such network management is intrinsically problematic due to the unpredictable nature of emergent crises. Instead, emergency management personnel must respond to each contingency of an emergency in a situated. Although “every emergency is local” it is also true that many of the budgetary and personnel resources for major disasters and terrorist activity issue from the federal level. Orchestrating emergency response therefore often gives rise to tensions between local and federal participants, with state-level emergency personnel functioning as intermediaries, managing network collaboration, resources, and expectations. Thus state-level emergency managers play an essential role in managing networks and collaboration among a wide range of participants in a unique, non-routine work arrangement. Because tensions often emerge between federal and local levels in emergency management situations, we have chosen to focus on state-level emergency managers as intermediaries who manage collaboration across the response networks. It is well known that during larger emergencies, responders from different agencies and organizations must coordinate their actions to meet emergent needs. When emergency management extends above the local level – to state and federal levels – complications arise due to the vast numbers of potential actors within each level of the response effort. Furthermore, although planning and preparation are helpful, emergency response is ultimately constituted through “execution” (Birdsall 2010) – the working out of specifics for resolving each contingency as it arises. These contingencies cannot be foreseen and comprise the impetus for organizational realignment by emergency managers. Our interest is in how that collaboration occurs in situ during emergency

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