我国自然灾害类应急预案评价方法研究(Ⅱ):责任矩阵评价
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摘要
在突发事件应急过程中,由于分工不明、责任不清导致的部门间或者责任人之间的推诿扯皮等现象影响应急行动的高效有序开展,甚至会导致应急行动失败。因此,在应急预案中各应急部门(人员)责任分配是否适当是应急能否成功的关键。为解决该问题,笔者引入项目管理中的责任矩阵方法(Responsibility Matrix)。首先,根据应急的特点,定义直接责任(R)、支持(S)、建议(A)、约束(P)4种责任类型,确定了责任划分的原则;然后,总结出我国自然灾害类应急预案主要包含41种角色类型,并在该基础上建立了应急程序和应急人员间的责任矩阵及评价准则;进而采用上述方法分析一个实际的地震应急预案,对该应急预案的责任矩阵进行评价,最终确定其需要加强和完善的方面,为制定或修订应急预案提供参考。
In the process of emergency rescue, vague division of responsibility can extremely affect the efficiency of emergency action, sometimes even make the rescue a failure. To solve this problem, the responsibility matrix technique, developed from project management, was introduced in the responsibility division of emergency action. Firstly, according to the traits of emergency, four types of responsibilities were defined including Direct responsibility (R), Support (S), Advice (A), Pressure (P); Secondly, by statistical analysis, 41 major kinds of role type included in China's natural disaster emergency response plans were summarized, and the responsibility matrix and evaluation criteria about emergency procedures and emergency personnel were established. Finally, with the above analysis method, an example was given by evaluating responsibility matrix of an actual earthquake emergency response plan, some aspects needing to be strengthened or improved were found, which provided guidelines for the revision of the emergency response plan.
In the process of emergency rescue, vague division of responsibility can extremely affect the efficiency of emergency action, sometimes even make the rescue a failure. To solve this problem, the responsibility matrix technique, developed from project management, was introduced in the responsibility division of emergency action. Firstly, according to the traits of emergency, four types of responsibilities were defined including Direct responsibility (R), Support (S), Advice (A), Pressure (P); Secondly, by statistical analysis, 41 major kinds of role type included in China's natural disaster emergency response plans were summarized, and the responsibility matrix and evaluation criteria about emergency procedures and emergency personnel were established. Finally, with the above analysis method, an example was given by evaluating responsibility matrix of an actual earthquake emergency response plan, some aspects needing to be strengthened or improved were found, which provided guidelines for the revision of the emergency response plan.
引文
[1]闪淳昌.建立健全突发事件应急预案[J].中国减灾,2004(6):13~14
[2]吴宗之,刘茂.重大事故应急救援系统及预案导论[M].北京:冶金工业出版社,2003
[3]刘铁民,刘功智,陈胜.国家生产安全应急救援体系分级响应和救援程序探讨[J].中国安全科学学报,2003,13(12):5~8
[4]国务院法制办公室.中华人民共和国突发事件应对法[M].北京:中国法制出版社,2007
[5]国务院.国家突发公共事件总体应急预案[N].人民日报,2006-01-09(10)
[6]Jack Gido,James P.Clements.Successful Project Management,3e[M].Beijing:Publishing House of Electronics Indus-try,2006:104-120
[7]Katie Callan,Carys Sieimieniuch,Murray Sinclair.A case study example of the role matrix technique[J].Project Man-agement,2006(24):506-515
[8]Jeffrey K.Pinto.Project?Management:Achieving competitive advantage[M].Upper Saddle River,New Jersey,07458,2007:46-55
[9]Michael Goold,Andrew Campbell.Structured networks towards the well-designed matrix[J].Long Range Planning,2003(36):427-439
[10]Michael Goold,Andrew Campbell.Making matrix structures work:creating clarity on unit roles and responsibility[J].European Management,2003,21(3):351-363
[11]National Institute of Standards and Technology.Integration Definition for Function Modeling(IDEF0)(No.FIP-SPUB183/HDM)[S].Federal Information Processing Standards Publications(FIPS PUBS),1993
[12]某省某市2006年地震应急预案[EB].http://www.km.gov.cn/zwxx/yjya/2007/9/301144349081.shtml,2007-09-30
[2]吴宗之,刘茂.重大事故应急救援系统及预案导论[M].北京:冶金工业出版社,2003
[3]刘铁民,刘功智,陈胜.国家生产安全应急救援体系分级响应和救援程序探讨[J].中国安全科学学报,2003,13(12):5~8
[4]国务院法制办公室.中华人民共和国突发事件应对法[M].北京:中国法制出版社,2007
[5]国务院.国家突发公共事件总体应急预案[N].人民日报,2006-01-09(10)
[6]Jack Gido,James P.Clements.Successful Project Management,3e[M].Beijing:Publishing House of Electronics Indus-try,2006:104-120
[7]Katie Callan,Carys Sieimieniuch,Murray Sinclair.A case study example of the role matrix technique[J].Project Man-agement,2006(24):506-515
[8]Jeffrey K.Pinto.Project?Management:Achieving competitive advantage[M].Upper Saddle River,New Jersey,07458,2007:46-55
[9]Michael Goold,Andrew Campbell.Structured networks towards the well-designed matrix[J].Long Range Planning,2003(36):427-439
[10]Michael Goold,Andrew Campbell.Making matrix structures work:creating clarity on unit roles and responsibility[J].European Management,2003,21(3):351-363
[11]National Institute of Standards and Technology.Integration Definition for Function Modeling(IDEF0)(No.FIP-SPUB183/HDM)[S].Federal Information Processing Standards Publications(FIPS PUBS),1993
[12]某省某市2006年地震应急预案[EB].http://www.km.gov.cn/zwxx/yjya/2007/9/301144349081.shtml,2007-09-30
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