situation a relief agency must confront is the transition from an emergency to a long-term relief operation. In the immediate aftermath of a disaster, an agency will structure its table of organization to facilitate crisis management. However, as the phases change and longer-term projects and needs come to the fore, the organization must adapt its structure to enable a wider variety of developmental issues to be considered and to allow for a more thorough planning process. Such forces for change continually act upon an agency, and it is the responsibility of a manager to determine which require a response and which can be ignored. The forces for change can be classified as external and internal. External forces occur outside the organization and are usually beyond the control of the manager. They include changes in the disaster situation, changes in technology, and changes in the availability of resources. Changes in a situation are the most difficult to control and anticipate. On a disaster scene, circumstances can change rapidly, even overnight. A major disaster, for example, is often followed by secondary events. An earthquake can be followed by many strong tremors, many of which equal or exceed the first thereby increasing the number of casualties. Drought can increase in severity. Disaster assessment figures can prove to be completely inaccurate, thus forcing radical changes in plans. New influxes of refugees can often double or triple the requirements on a relief agency within a matter of hours.
             Changes in the technology or equipment used in an operation can be a major reason for restructuring. For example, the acquisition of heavy equipment can replace many teams using hand labour. The availability of resources for a program may also change. Funding may increase or decrease, or material resources may periodically be in short supply. Such fluctuations dictate corresponding modification to a project. Internal forces for change w...