会计英语pdf

the SAR effort. Unlike some of the other cases Drabek and his colleagues studied, the decisionmaking structure was relatively flat. That is, the lead agencies (the Wichita Falls police department and the Texas Highway Patrol) did not dominate the decisionmaking process. In part, this might have been because emergency response activities were hampered by loss of electric power and telephone service. As a result, SAR teams operated more autonomously than in other disasters. In fact, the researchers found evidence of three distinct decisionmaking structures. City personnel thought the Highway Patrol and the city Civil Defense agency were the primary decisionmakers, whereas the county agencies viewed the county civil defense agency as the dominant decisionmaker. Finally, the state personnel considered the city police department to be the lead decisionmaker. Despite the loss of electric power and telephone service, the city EOC was able to operate with backup generators and emergency managers improvised radio communications with the support of federal resources. These resources became increasingly important as SAR units shifted to more challenging missions, such as large collapsed structures and water bodies (river and lakes), that exceeded the capabilities of emergent SAR teams staffed by impact area residents.307广而告之：相关文档：Chapter 7 Language, Culture, and Societychapter 7 formal and informal styleChapter 10 language and Computerchapter 7 Religion and beliefsChapter_10_verb_and_verb_phraseChapter 6 and Chapter 7chapter 9 and 10Signal and System chapter 7chapter 10 language and cultureWireless Communications - Chapter 7 - equalization, diversity, and channel coding(05-10)1UL21-2006 LP-Gas Hose2011青少年法制教育公务员面试套路Asynchronous Transfer Mode ATM - Part 2 Asynchronous Transfer Mode ....pdfBuilding Security and Access Control System.ppt下载文档：CHAPTER 7 (AND 10).doc 搜索更多：CHAPTER 7 (AND 10).doc 词条解释：CHAPTER 7 (AND 10).doc

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