Hostage crisis management system
Crisis management in Serbia is a relatively new concept, both in theory and in practice. Hostage crises belong to a type of crises that can be influenced by numerous factors. In that sense, it is essential to develop an adequate system of hostage crisis management, founded on scientific basis and th...
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| description | Crisis management in Serbia is a relatively new concept, both in theory and in practice. Hostage crises belong to a type of crises that can be influenced by numerous factors. In that sense, it is essential to develop an adequate system of hostage crisis management, founded on scientific basis and the examples of good practical acting in similar situations. Organization occupies the central position in hostage crisis management. The system of hostage crisis administration and management is organized in different ways in different countries. The recognition of hostage crisis management specificity as a diverse type of management began with the presentations of basic theoretical findings about management. First part of the paper presents basic theories of management in chronological order, from the first schools of management to contemporary management theories. The application of basic assumptions and rules was possible for realistic models of organization, where special types and theoretical approaches to organization, management and direction were crystallized, such as: systematic, cybernetic and situational approach, and especially the theory of change management by Ichak Adizes. The abovementioned theoretical approaches can be applied in hostage crisis management. During the action itself, there are various forms of administration and management. The organization typically consists in three levels: strategic, operational and tactical level. Every level has its own system of management and specific characteristics which directly influence critical incident management. Different form of organization implies different priorities when solving specific situations. In hostage crises, the aim of unified control system is to serve as a means of management and application of standard principles of planning, organization, delegation, coordination and critical incident control assessment. The system of hostage crisis management is proactive, and it is established before the occurrence of crisis. The system being proactive, it is possible to foresee what will most probably happen, and be prepared to deal with the situation. The system of hostage crisis management secures the previously planned structure, procedures and communication in order to control and coordinate the activities of different teams (intervention, negotiation, sniper, medical, utility, etc.). The concept of unified hostage crisis management system means that all organizations included in the respon |
| format | Dissertation |
| fullrecord | <record><control><sourceid>europeana_1GC</sourceid><recordid>TN_cdi_europeana_collections_9200447_BibliographicResource_3000095542842</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>9200447_BibliographicResource_3000095542842</sourcerecordid><originalsourceid>FETCH-europeana_collections_9200447_BibliographicResource_30000955428423</originalsourceid><addsrcrecordid>eNrjZFDwyC8uSUxPVUguyizOLFbITcwD8nJT80oUiiuLS1JzeRhY0xJzilN5oTQ3g4eba4izh25qaVF-QSpQeXxyfk5OanJJZn5ecbylkYGBiYl5vFNmUk5mfnpRYkFGZnJQanF-aVFyaryxARBYmpqaGFmYGBlT0SgAPqZBww</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>dissertation</recordtype></control><display><type>dissertation</type><title>Hostage crisis management system</title><source>Europeana Collections</source><creator>Mojsilović Željko</creator><creatorcontrib>Mojsilović Željko ; Kešetović Želimir ; Ivaniš Željko ; Banović Božidar</creatorcontrib><description>Crisis management in Serbia is a relatively new concept, both in theory and in practice. Hostage crises belong to a type of crises that can be influenced by numerous factors. In that sense, it is essential to develop an adequate system of hostage crisis management, founded on scientific basis and the examples of good practical acting in similar situations. Organization occupies the central position in hostage crisis management. The system of hostage crisis administration and management is organized in different ways in different countries. The recognition of hostage crisis management specificity as a diverse type of management began with the presentations of basic theoretical findings about management. First part of the paper presents basic theories of management in chronological order, from the first schools of management to contemporary management theories. The application of basic assumptions and rules was possible for realistic models of organization, where special types and theoretical approaches to organization, management and direction were crystallized, such as: systematic, cybernetic and situational approach, and especially the theory of change management by Ichak Adizes. The abovementioned theoretical approaches can be applied in hostage crisis management. During the action itself, there are various forms of administration and management. The organization typically consists in three levels: strategic, operational and tactical level. Every level has its own system of management and specific characteristics which directly influence critical incident management. Different form of organization implies different priorities when solving specific situations. In hostage crises, the aim of unified control system is to serve as a means of management and application of standard principles of planning, organization, delegation, coordination and critical incident control assessment. The system of hostage crisis management is proactive, and it is established before the occurrence of crisis. The system being proactive, it is possible to foresee what will most probably happen, and be prepared to deal with the situation. The system of hostage crisis management secures the previously planned structure, procedures and communication in order to control and coordinate the activities of different teams (intervention, negotiation, sniper, medical, utility, etc.). The concept of unified hostage crisis management system means that all organizations included in the response to a critical incident act within previously developed structure so as to approach the crisis as a team. This paper analyzes hostage crisis management systems in several modern states and state regions: USA, Germany, France, Slovenia and Croatia. The jurisdiction over hostage crisis management, interventions, negotiation and the process of hostage crisis management is presented for every country. We have concluded that best practices of abovementioned systems can be used as models for hostage crisis management system. Analyzing hostage crisis management in Serbia we have come to the following conclusions: Hostage crises in Serbia are being managed in the same way as any other critical incident. Police forces enforce the blockade at the scene and wait for special units and negotiators. The training of special units and negotiators is at considerable level, however the crisis management itself, that is the administration by engaged forces at the operational level has proved to be problematic in practice for several reasons: Firstly, the administrators who have the authority in the territory where the incident has occurred are not trained for hostage crisis management. Secondly, the administrators are not conversant enough with the possibilities of engaged forces, which leads to inadequate use of the forces. In such situations the administrator usually takes over the management of a special unit or negotiation team, which is not an adequate solution as well. The task of the administrator is to manage and coordinate all engaged units at the scene before, during and after the incident, whereas the administrators of special units and negotiation teams are not trained, ready and capable of managing all engaged forces. They need to be conversant with all characteristics, tactics, types of operation as well as the possibilities of abovementioned forces in order to properly manage them. Due to the survey results presented in this PhD thesis, we can conclude that the new findings confirm the hypotheses from the beginning of the survey by using abovementioned methodology of this scientific research. The findings can be classified in several groups. Firstly, we lack an adequate theoretical and normative basis significant for founding and developing hostage crisis management system in Serbia. Secondly, the lack of abovementioned basis for realization and development of the hostage crisis management system in Serbia can jeopardize the realization of efficient security forces engagement in hostage and similar crises. Thirdly, the significant task for the members of security services is to overcome previously presented current situation. Fourthly, all three social sectors (state, industrial, nongovernmental), especially state authorities, can be considered responsible for creating social atmosphere, and for making necessary contribution, due to their role, in creating an adequate basis for development of hostage crisis management system in Serbia. Fifthly, the results of theoretical and empiric survey presented in this PhD thesis precisely prove that it is possible to improve the current theoretical and normative basis for realization and development of hostage crisis management system. The recognition of hostage crisis management system appears to be of considerable importance, as well as the attempt to generalize experiences in performing dedicated tasks by the members of the police engaged in resolution of hostage and similar critical incidents in Serbia.
Krizni menadžment u Srbiji predstavlja relativno nov koncept, kako teorijski, tako i u praktičnoj primeni. Talačke krize spadaju u tip krize na koju postoji mogućnost uticaja od strane više faktora. U tom kontekstu izuzetno je važna izgradnja adekvatnog sistema upravljanja talačkim krizama, zasnovanog na naučnim osnovama i iskustvima dobre prakse u delovanju u sličnim situacijama. U upravljanju talačkim krizama organizacija ima centralno mesto. Sistem upravljanja i rukovođenja talačkim krizama organizovan je u mnogim državama na različite načine. Spoznaja specifičnosti upravljanja talačkim krizama kao osobene vrste upravljanja, započeta je izlaganjima opšteteorijskih saznanja o upravljanju. U ovom delu rada su izložene i osnovne teorije upravljanja, po hronologiji nastanka, od prvih škola upravljanja pa sve do savremenih teorija menadžmenta. Opšte postavke i zakonitosti bilo je moguće primenjivati u realnim modelima organizacije, gde su iskristalisane posebne vrste i pristupi u teoriji organizacija, upravljanja, pa i rukovođenja, kao što su: sistemski, kibernetski i situacioni pristup, a posebno teorija upravljanja promenama Isaka Adižesa. Navedeni teorijski pristupi mogu se upotrebiti u upravljanju talačkim krizama. Prilikom izvođenja same akcije postoje različiti oblici upravljanja i rukovođenja. Obično je to organizacija na tri nivoa: strategijski, operativni i taktički nivo. Svaki od nivoa ima i sopstveni sistem upravljanja i specifične karakteristike, a samim tim utiče na upravljanje samom krizom. Različit način organizovanja podrazumeva i drugačije prioritete prilikom rešavanja konkretne situacije. Cilj jedinstvenog komandnog sistema u slučaju talačke krize je da služi kao alatka za upravljanje i primenjivanje standardnih principa planiranja, organizovanja, delegiranja, koordiniranja i procene kontole kriznih situacija. Sistem upravljanja talačkim krizama je proaktivan i uspostavlja se pre nego što incident nastane. Kada je sistem proaktivan, onda je u mogućnosti da odredi šta će se najverovatnije dogoditi i bude spreman da s tim izađete na kraj. Sistem upravljanja talačkim krizama obezbeđuje prethodno isplaniranu strukturu, procedure i komunikacije radi kontrole i koordinaciJe aktivnosti različitih timova (interventnih, pregovaračkih, snajperskih, medicinskih, komunalnih, i sl.). U radu su analizirani i sistemi upravljanja talačkim krizama u nekoliko savremenih država i država regiona: SAD, Nemačka, Francuska, Slovenija i Hrvatska. U svakoj državi je predstavljena nadležnost za upravljanje talačkim krizama, intervencija, pregovaranje i proces upravljanja talačkim krizama. Utvrđeno je da se najbolje prakse iz navedenih sistema mogu se upotrebiti kao modeli sistema upravljanja talačkim krizama u Srbiji. Analizirajući upravljanje talačkim krizama u Srbiji došlo se do sledećih zaključaka: Talačkim krizama u Srbiji upravlja se kao i svakom drugom kriznom situacijom. Policijske snage izvrše blokadu lica mesta i čekaju da dođu specijalne jedinice i pregovarači. Obučenost specijalnih jedinica i pregovarača je na zavidnom nivou, ali samo upravljanje krizom, odnosno rukovođenje na operativnom nivou angažovanim snagama se u praksi pokazalo problematično iz više razloga: Prvo, rukovodioci koji su nadležni na teritoriji na kojoj se dogodio incident nisu obučeni za upravljanje talačkim krizama. Drugo, sami rukovodioci na terenu nisu dovoljno upoznati sa mogućnostima angažovanih snaga, pa samim tim ne znaju da ih adekvatno upotrebe. U takvim situacijama rukovođenje obično preuzme rukovodilac specijalne jedinice ili pregovaračkog tima, što takođe nije dobro rešenje. Zadatak rukovodioca akcije je da upravlja i koordinira sve angažovane snage na terenu pre, za vreme i posle događaja. Da bi se adekvatno upravljalo angažovanim snagama moraju se upoznati sve karakteristike, taktike, načini delovanja, kao i mogućnosti navedenih snaga. U zaključku izlaganja rezultata istraživanja za ovu doktorsku disertaciju može se reći da se, prime</description><language>srp</language><publisher>University of Belgrade, Faculty of Security Studies</publisher><subject>hostage crisis ; intervention forces ; interventne snage ; management ; negotiation team ; operating headquarters ; operativni štab ; pregovarački tim ; talačka kriza ; upravljanje</subject><creationdate>2013</creationdate><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://data.europeana.eu/item/9200447/BibliographicResource_3000095542842$$EHTML$$P50$$Geuropeana$$Hfree_for_read</linktohtml><link.rule.ids>311,776,38494,75919</link.rule.ids><linktorsrc>$$Uhttps://data.europeana.eu/item/9200447/BibliographicResource_3000095542842$$EView_record_in_Europeana$$FView_record_in_$$GEuropeana$$Hfree_for_read</linktorsrc></links><search><creatorcontrib>Mojsilović Željko</creatorcontrib><title>Hostage crisis management system</title><description>Crisis management in Serbia is a relatively new concept, both in theory and in practice. Hostage crises belong to a type of crises that can be influenced by numerous factors. In that sense, it is essential to develop an adequate system of hostage crisis management, founded on scientific basis and the examples of good practical acting in similar situations. Organization occupies the central position in hostage crisis management. The system of hostage crisis administration and management is organized in different ways in different countries. The recognition of hostage crisis management specificity as a diverse type of management began with the presentations of basic theoretical findings about management. First part of the paper presents basic theories of management in chronological order, from the first schools of management to contemporary management theories. The application of basic assumptions and rules was possible for realistic models of organization, where special types and theoretical approaches to organization, management and direction were crystallized, such as: systematic, cybernetic and situational approach, and especially the theory of change management by Ichak Adizes. The abovementioned theoretical approaches can be applied in hostage crisis management. During the action itself, there are various forms of administration and management. The organization typically consists in three levels: strategic, operational and tactical level. Every level has its own system of management and specific characteristics which directly influence critical incident management. Different form of organization implies different priorities when solving specific situations. In hostage crises, the aim of unified control system is to serve as a means of management and application of standard principles of planning, organization, delegation, coordination and critical incident control assessment. The system of hostage crisis management is proactive, and it is established before the occurrence of crisis. The system being proactive, it is possible to foresee what will most probably happen, and be prepared to deal with the situation. The system of hostage crisis management secures the previously planned structure, procedures and communication in order to control and coordinate the activities of different teams (intervention, negotiation, sniper, medical, utility, etc.). The concept of unified hostage crisis management system means that all organizations included in the response to a critical incident act within previously developed structure so as to approach the crisis as a team. This paper analyzes hostage crisis management systems in several modern states and state regions: USA, Germany, France, Slovenia and Croatia. The jurisdiction over hostage crisis management, interventions, negotiation and the process of hostage crisis management is presented for every country. We have concluded that best practices of abovementioned systems can be used as models for hostage crisis management system. Analyzing hostage crisis management in Serbia we have come to the following conclusions: Hostage crises in Serbia are being managed in the same way as any other critical incident. Police forces enforce the blockade at the scene and wait for special units and negotiators. The training of special units and negotiators is at considerable level, however the crisis management itself, that is the administration by engaged forces at the operational level has proved to be problematic in practice for several reasons: Firstly, the administrators who have the authority in the territory where the incident has occurred are not trained for hostage crisis management. Secondly, the administrators are not conversant enough with the possibilities of engaged forces, which leads to inadequate use of the forces. In such situations the administrator usually takes over the management of a special unit or negotiation team, which is not an adequate solution as well. The task of the administrator is to manage and coordinate all engaged units at the scene before, during and after the incident, whereas the administrators of special units and negotiation teams are not trained, ready and capable of managing all engaged forces. They need to be conversant with all characteristics, tactics, types of operation as well as the possibilities of abovementioned forces in order to properly manage them. Due to the survey results presented in this PhD thesis, we can conclude that the new findings confirm the hypotheses from the beginning of the survey by using abovementioned methodology of this scientific research. The findings can be classified in several groups. Firstly, we lack an adequate theoretical and normative basis significant for founding and developing hostage crisis management system in Serbia. Secondly, the lack of abovementioned basis for realization and development of the hostage crisis management system in Serbia can jeopardize the realization of efficient security forces engagement in hostage and similar crises. Thirdly, the significant task for the members of security services is to overcome previously presented current situation. Fourthly, all three social sectors (state, industrial, nongovernmental), especially state authorities, can be considered responsible for creating social atmosphere, and for making necessary contribution, due to their role, in creating an adequate basis for development of hostage crisis management system in Serbia. Fifthly, the results of theoretical and empiric survey presented in this PhD thesis precisely prove that it is possible to improve the current theoretical and normative basis for realization and development of hostage crisis management system. The recognition of hostage crisis management system appears to be of considerable importance, as well as the attempt to generalize experiences in performing dedicated tasks by the members of the police engaged in resolution of hostage and similar critical incidents in Serbia.
Krizni menadžment u Srbiji predstavlja relativno nov koncept, kako teorijski, tako i u praktičnoj primeni. Talačke krize spadaju u tip krize na koju postoji mogućnost uticaja od strane više faktora. U tom kontekstu izuzetno je važna izgradnja adekvatnog sistema upravljanja talačkim krizama, zasnovanog na naučnim osnovama i iskustvima dobre prakse u delovanju u sličnim situacijama. U upravljanju talačkim krizama organizacija ima centralno mesto. Sistem upravljanja i rukovođenja talačkim krizama organizovan je u mnogim državama na različite načine. Spoznaja specifičnosti upravljanja talačkim krizama kao osobene vrste upravljanja, započeta je izlaganjima opšteteorijskih saznanja o upravljanju. U ovom delu rada su izložene i osnovne teorije upravljanja, po hronologiji nastanka, od prvih škola upravljanja pa sve do savremenih teorija menadžmenta. Opšte postavke i zakonitosti bilo je moguće primenjivati u realnim modelima organizacije, gde su iskristalisane posebne vrste i pristupi u teoriji organizacija, upravljanja, pa i rukovođenja, kao što su: sistemski, kibernetski i situacioni pristup, a posebno teorija upravljanja promenama Isaka Adižesa. Navedeni teorijski pristupi mogu se upotrebiti u upravljanju talačkim krizama. Prilikom izvođenja same akcije postoje različiti oblici upravljanja i rukovođenja. Obično je to organizacija na tri nivoa: strategijski, operativni i taktički nivo. Svaki od nivoa ima i sopstveni sistem upravljanja i specifične karakteristike, a samim tim utiče na upravljanje samom krizom. Različit način organizovanja podrazumeva i drugačije prioritete prilikom rešavanja konkretne situacije. Cilj jedinstvenog komandnog sistema u slučaju talačke krize je da služi kao alatka za upravljanje i primenjivanje standardnih principa planiranja, organizovanja, delegiranja, koordiniranja i procene kontole kriznih situacija. Sistem upravljanja talačkim krizama je proaktivan i uspostavlja se pre nego što incident nastane. Kada je sistem proaktivan, onda je u mogućnosti da odredi šta će se najverovatnije dogoditi i bude spreman da s tim izađete na kraj. Sistem upravljanja talačkim krizama obezbeđuje prethodno isplaniranu strukturu, procedure i komunikacije radi kontrole i koordinaciJe aktivnosti različitih timova (interventnih, pregovaračkih, snajperskih, medicinskih, komunalnih, i sl.). U radu su analizirani i sistemi upravljanja talačkim krizama u nekoliko savremenih država i država regiona: SAD, Nemačka, Francuska, Slovenija i Hrvatska. U svakoj državi je predstavljena nadležnost za upravljanje talačkim krizama, intervencija, pregovaranje i proces upravljanja talačkim krizama. Utvrđeno je da se najbolje prakse iz navedenih sistema mogu se upotrebiti kao modeli sistema upravljanja talačkim krizama u Srbiji. Analizirajući upravljanje talačkim krizama u Srbiji došlo se do sledećih zaključaka: Talačkim krizama u Srbiji upravlja se kao i svakom drugom kriznom situacijom. Policijske snage izvrše blokadu lica mesta i čekaju da dođu specijalne jedinice i pregovarači. Obučenost specijalnih jedinica i pregovarača je na zavidnom nivou, ali samo upravljanje krizom, odnosno rukovođenje na operativnom nivou angažovanim snagama se u praksi pokazalo problematično iz više razloga: Prvo, rukovodioci koji su nadležni na teritoriji na kojoj se dogodio incident nisu obučeni za upravljanje talačkim krizama. Drugo, sami rukovodioci na terenu nisu dovoljno upoznati sa mogućnostima angažovanih snaga, pa samim tim ne znaju da ih adekvatno upotrebe. U takvim situacijama rukovođenje obično preuzme rukovodilac specijalne jedinice ili pregovaračkog tima, što takođe nije dobro rešenje. Zadatak rukovodioca akcije je da upravlja i koordinira sve angažovane snage na terenu pre, za vreme i posle događaja. Da bi se adekvatno upravljalo angažovanim snagama moraju se upoznati sve karakteristike, taktike, načini delovanja, kao i mogućnosti navedenih snaga. U zaključku izlaganja rezultata istraživanja za ovu doktorsku disertaciju može se reći da se, prime</description><subject>hostage crisis</subject><subject>intervention forces</subject><subject>interventne snage</subject><subject>management</subject><subject>negotiation team</subject><subject>operating headquarters</subject><subject>operativni štab</subject><subject>pregovarački tim</subject><subject>talačka kriza</subject><subject>upravljanje</subject><fulltext>true</fulltext><rsrctype>dissertation</rsrctype><creationdate>2013</creationdate><recordtype>dissertation</recordtype><sourceid>1GC</sourceid><recordid>eNrjZFDwyC8uSUxPVUguyizOLFbITcwD8nJT80oUiiuLS1JzeRhY0xJzilN5oTQ3g4eba4izh25qaVF-QSpQeXxyfk5OanJJZn5ecbylkYGBiYl5vFNmUk5mfnpRYkFGZnJQanF-aVFyaryxARBYmpqaGFmYGBlT0SgAPqZBww</recordid><startdate>20131029</startdate><enddate>20131029</enddate><creator>Mojsilović Željko</creator><general>University of Belgrade, Faculty of Security Studies</general><scope>1GC</scope></search><sort><creationdate>20131029</creationdate><title>Hostage crisis management system</title><author>Mojsilović Željko</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-europeana_collections_9200447_BibliographicResource_30000955428423</frbrgroupid><rsrctype>dissertations</rsrctype><prefilter>dissertations</prefilter><language>srp</language><creationdate>2013</creationdate><topic>hostage crisis</topic><topic>intervention forces</topic><topic>interventne snage</topic><topic>management</topic><topic>negotiation team</topic><topic>operating headquarters</topic><topic>operativni štab</topic><topic>pregovarački tim</topic><topic>talačka kriza</topic><topic>upravljanje</topic><toplevel>online_resources</toplevel><creatorcontrib>Mojsilović Željko</creatorcontrib><collection>Europeana Collections</collection></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext_linktorsrc</fulltext></delivery><addata><au>Mojsilović Željko</au><format>dissertation</format><genre>dissertation</genre><ristype>THES</ristype><Advisor>Kešetović Želimir</Advisor><Advisor>Ivaniš Željko</Advisor><Advisor>Banović Božidar</Advisor><btitle>Hostage crisis management system</btitle><date>2013-10-29</date><risdate>2013</risdate><abstract>Crisis management in Serbia is a relatively new concept, both in theory and in practice. Hostage crises belong to a type of crises that can be influenced by numerous factors. In that sense, it is essential to develop an adequate system of hostage crisis management, founded on scientific basis and the examples of good practical acting in similar situations. Organization occupies the central position in hostage crisis management. The system of hostage crisis administration and management is organized in different ways in different countries. The recognition of hostage crisis management specificity as a diverse type of management began with the presentations of basic theoretical findings about management. First part of the paper presents basic theories of management in chronological order, from the first schools of management to contemporary management theories. The application of basic assumptions and rules was possible for realistic models of organization, where special types and theoretical approaches to organization, management and direction were crystallized, such as: systematic, cybernetic and situational approach, and especially the theory of change management by Ichak Adizes. The abovementioned theoretical approaches can be applied in hostage crisis management. During the action itself, there are various forms of administration and management. The organization typically consists in three levels: strategic, operational and tactical level. Every level has its own system of management and specific characteristics which directly influence critical incident management. Different form of organization implies different priorities when solving specific situations. In hostage crises, the aim of unified control system is to serve as a means of management and application of standard principles of planning, organization, delegation, coordination and critical incident control assessment. The system of hostage crisis management is proactive, and it is established before the occurrence of crisis. The system being proactive, it is possible to foresee what will most probably happen, and be prepared to deal with the situation. The system of hostage crisis management secures the previously planned structure, procedures and communication in order to control and coordinate the activities of different teams (intervention, negotiation, sniper, medical, utility, etc.). The concept of unified hostage crisis management system means that all organizations included in the response to a critical incident act within previously developed structure so as to approach the crisis as a team. This paper analyzes hostage crisis management systems in several modern states and state regions: USA, Germany, France, Slovenia and Croatia. The jurisdiction over hostage crisis management, interventions, negotiation and the process of hostage crisis management is presented for every country. We have concluded that best practices of abovementioned systems can be used as models for hostage crisis management system. Analyzing hostage crisis management in Serbia we have come to the following conclusions: Hostage crises in Serbia are being managed in the same way as any other critical incident. Police forces enforce the blockade at the scene and wait for special units and negotiators. The training of special units and negotiators is at considerable level, however the crisis management itself, that is the administration by engaged forces at the operational level has proved to be problematic in practice for several reasons: Firstly, the administrators who have the authority in the territory where the incident has occurred are not trained for hostage crisis management. Secondly, the administrators are not conversant enough with the possibilities of engaged forces, which leads to inadequate use of the forces. In such situations the administrator usually takes over the management of a special unit or negotiation team, which is not an adequate solution as well. The task of the administrator is to manage and coordinate all engaged units at the scene before, during and after the incident, whereas the administrators of special units and negotiation teams are not trained, ready and capable of managing all engaged forces. They need to be conversant with all characteristics, tactics, types of operation as well as the possibilities of abovementioned forces in order to properly manage them. Due to the survey results presented in this PhD thesis, we can conclude that the new findings confirm the hypotheses from the beginning of the survey by using abovementioned methodology of this scientific research. The findings can be classified in several groups. Firstly, we lack an adequate theoretical and normative basis significant for founding and developing hostage crisis management system in Serbia. Secondly, the lack of abovementioned basis for realization and development of the hostage crisis management system in Serbia can jeopardize the realization of efficient security forces engagement in hostage and similar crises. Thirdly, the significant task for the members of security services is to overcome previously presented current situation. Fourthly, all three social sectors (state, industrial, nongovernmental), especially state authorities, can be considered responsible for creating social atmosphere, and for making necessary contribution, due to their role, in creating an adequate basis for development of hostage crisis management system in Serbia. Fifthly, the results of theoretical and empiric survey presented in this PhD thesis precisely prove that it is possible to improve the current theoretical and normative basis for realization and development of hostage crisis management system. The recognition of hostage crisis management system appears to be of considerable importance, as well as the attempt to generalize experiences in performing dedicated tasks by the members of the police engaged in resolution of hostage and similar critical incidents in Serbia.
Krizni menadžment u Srbiji predstavlja relativno nov koncept, kako teorijski, tako i u praktičnoj primeni. Talačke krize spadaju u tip krize na koju postoji mogućnost uticaja od strane više faktora. U tom kontekstu izuzetno je važna izgradnja adekvatnog sistema upravljanja talačkim krizama, zasnovanog na naučnim osnovama i iskustvima dobre prakse u delovanju u sličnim situacijama. U upravljanju talačkim krizama organizacija ima centralno mesto. Sistem upravljanja i rukovođenja talačkim krizama organizovan je u mnogim državama na različite načine. Spoznaja specifičnosti upravljanja talačkim krizama kao osobene vrste upravljanja, započeta je izlaganjima opšteteorijskih saznanja o upravljanju. U ovom delu rada su izložene i osnovne teorije upravljanja, po hronologiji nastanka, od prvih škola upravljanja pa sve do savremenih teorija menadžmenta. Opšte postavke i zakonitosti bilo je moguće primenjivati u realnim modelima organizacije, gde su iskristalisane posebne vrste i pristupi u teoriji organizacija, upravljanja, pa i rukovođenja, kao što su: sistemski, kibernetski i situacioni pristup, a posebno teorija upravljanja promenama Isaka Adižesa. Navedeni teorijski pristupi mogu se upotrebiti u upravljanju talačkim krizama. Prilikom izvođenja same akcije postoje različiti oblici upravljanja i rukovođenja. Obično je to organizacija na tri nivoa: strategijski, operativni i taktički nivo. Svaki od nivoa ima i sopstveni sistem upravljanja i specifične karakteristike, a samim tim utiče na upravljanje samom krizom. Različit način organizovanja podrazumeva i drugačije prioritete prilikom rešavanja konkretne situacije. Cilj jedinstvenog komandnog sistema u slučaju talačke krize je da služi kao alatka za upravljanje i primenjivanje standardnih principa planiranja, organizovanja, delegiranja, koordiniranja i procene kontole kriznih situacija. Sistem upravljanja talačkim krizama je proaktivan i uspostavlja se pre nego što incident nastane. Kada je sistem proaktivan, onda je u mogućnosti da odredi šta će se najverovatnije dogoditi i bude spreman da s tim izađete na kraj. Sistem upravljanja talačkim krizama obezbeđuje prethodno isplaniranu strukturu, procedure i komunikacije radi kontrole i koordinaciJe aktivnosti različitih timova (interventnih, pregovaračkih, snajperskih, medicinskih, komunalnih, i sl.). U radu su analizirani i sistemi upravljanja talačkim krizama u nekoliko savremenih država i država regiona: SAD, Nemačka, Francuska, Slovenija i Hrvatska. U svakoj državi je predstavljena nadležnost za upravljanje talačkim krizama, intervencija, pregovaranje i proces upravljanja talačkim krizama. Utvrđeno je da se najbolje prakse iz navedenih sistema mogu se upotrebiti kao modeli sistema upravljanja talačkim krizama u Srbiji. Analizirajući upravljanje talačkim krizama u Srbiji došlo se do sledećih zaključaka: Talačkim krizama u Srbiji upravlja se kao i svakom drugom kriznom situacijom. Policijske snage izvrše blokadu lica mesta i čekaju da dođu specijalne jedinice i pregovarači. Obučenost specijalnih jedinica i pregovarača je na zavidnom nivou, ali samo upravljanje krizom, odnosno rukovođenje na operativnom nivou angažovanim snagama se u praksi pokazalo problematično iz više razloga: Prvo, rukovodioci koji su nadležni na teritoriji na kojoj se dogodio incident nisu obučeni za upravljanje talačkim krizama. Drugo, sami rukovodioci na terenu nisu dovoljno upoznati sa mogućnostima angažovanih snaga, pa samim tim ne znaju da ih adekvatno upotrebe. U takvim situacijama rukovođenje obično preuzme rukovodilac specijalne jedinice ili pregovaračkog tima, što takođe nije dobro rešenje. Zadatak rukovodioca akcije je da upravlja i koordinira sve angažovane snage na terenu pre, za vreme i posle događaja. Da bi se adekvatno upravljalo angažovanim snagama moraju se upoznati sve karakteristike, taktike, načini delovanja, kao i mogućnosti navedenih snaga. U zaključku izlaganja rezultata istraživanja za ovu doktorsku disertaciju može se reći da se, prime</abstract><pub>University of Belgrade, Faculty of Security Studies</pub><oa>free_for_read</oa></addata></record> |
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| source | Europeana Collections |
| subjects | hostage crisis intervention forces interventne snage management negotiation team operating headquarters operativni štab pregovarački tim talačka kriza upravljanje |
| title | Hostage crisis management system |
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