Organizational Issues within the Context of Fire and Rescue Services - Report Example

Introduction This report is compiled to analyze the issues of organizational behavior. A good balance of theory and case study has been provided in the report. At the outset, the report provides for the outline of the case study of the organizational behavior, thus creating relationships within the organizations and their internal ad external factors. The other aspect of the study is to see the phenomenon that how the individuals play their role within the groups and teams is the scope of this report. The organizational development, its change through conflict and cultural processes are the subjects incorporated in the report. The most important aspect of this report is to see how the decision making within the organizations is impacted by the internal politics and power structures of the organizations. Theoretical Framework Organizational issues within the context of fire and rescue services are extremely important. Fire and rescue services are essential services in the context of any country of the world in the context of emergency and disaster management. The organizational structures in this context have to be thoroughly and intricately examined. The organizations are made of the individuals and teams who play their role within these organizations (Tompkins, Jonathan R 2005). The sensitive nature of the services required to be performed by the organizations in the fire and rescue services have to be likewise very alert, sensitive and thoroughly willing and effective (McCrae, R. R., & Costa, P. C., Jr. 1987). The organizations have to be effectively performing only when the individuals are very well motivated, inspired, satisfied and they are provided with the effective leadership. Sociology defines the groups as the collection of individuals who are in a good interaction with each other. The individuals in the groups have to be thoroughly interactive with each other. The theoretical paradigm of the traits theory of the leadership provides for the individual treats and characteristics that provide the basis of leadership quality and its effectiveness within the organizations (Saucier, G., & Goldberg, L. R. 1998). The traits theory of leadership within organizations is the personality theory that basis the in genuine traits based qualities required for the leadership (S. L. Hurley.1998). This theory also provides for the inherent and acquired leadership qualities later to be utilized for the provision of decision making within the organizations (Hatch, M.J. 2006). The second theory in the organizational leadership is the cognitive perception theory. This theory, in comparison with the traits theory is the perception of external factors in a very special and different way. Some individuals are better leaders and better team players because they perceive the same things differently than other individuals in the society (Wright. Edmond 2005).If all the individuals within society perceive the things in the same manner, there are still other individuals who perceive the things in a different but a perfect manner. People taste differently. People smell differently. People see things differently. People think differently. And people speak differently. The outstanding different and perfect people are having variously different and creative cognition of things on the basis of their perceptions (Glasersfeld, Ernst von 1995). This cognitive perception theory of personality provides for the avenues of skills enhancement of effective leadership within organizations. So it can be said that in the fire and rescue services the traits and cognitive perception leaderships provide for the ampoule and appropriate paradigms in the leadership of the organizations. There, are yet many other theoretical paradigms that can provide for the theoretical requirements of the organizational leaderships within the organizational structures of the fire and rescue services (Kingie, R. 1997). Organizational Case Study The internal structures and external factors of the organizations in the fire rescue service organizations are extremely important from the point of view of the organizational analysis. The internal structure of the organizations is generally complex in the usual but very sensitive and special in case of the fire and rescue services. It can be briefly said that the fire and rescue services from organizational point of view are organizations within the organizations. The case study of a general organization of the fire and rescue service organization is as follow. The organization of such a service is always bid upon the clear-cut objectives and a mission statement. These objectives determine the purpose of the establishment of the fire and rescue services for a particular area or a county. The mission statement of such an organization provides for the emergency and disaster management of the area mainly arising from the fire disasters. The detailed scope of the activities and operations of the organization is limited with the framework of the scope of such an organization (Wicks, Karl E. 1979). The internal structure and internal institutions are determined for their work and resources within such an organization. The fire and rescue organizations are established under the policy framework of law and regulations of the federal or local government. The emergency and disaster management acts of the federal and local government acts provide for the sin qua non of the establishment such organizations. The counties and districts municipalities are always required to provide safety and security to the people of their areas under their jurisdictions. The fire and rescue being the essential service is the basic emergency and disaster management activity of the establishments of such organizations. The internal structures of such organizations are determined on the basis of the cope of such organizations. Therefore, it can be conveniently said that the size and scope of the fire and rescue services organizations is corresponding with the scope of their acuities and their atria f the jurisdiction tic. The management structure of such organizations is like wise determined the size of the personal and human resources required is also determined on the same basis, the resources allocation , the provision of funds , the financial management and the hummers resources management is also determined according to the limits set in the mission statements ands stamen of object. The most important aspect of such organizations is the procurement of assets and operational resources. Because any compromise on the procedures and qualities of the resources procured can put the whole services in the fire and rescue in a jeopardy. The resources allocation has not only to be very transparent but ales also very efficient and at the same time very prudent any compromise on such aspects with the fire rescue services organization can fail the objective of the organizations and the society can pay a heavy cost of human life and property in such an event. Keeping in view the above objective, the next but the most important aspect within such organizations is that of the trading and grooming of the field staffs to be willing, skillful, alert and upon the mark in all aspects because the organizations in the fire and rescue services always work on the basis of well trained and highly skillful operating staffs. They work like soldiers in a war. Here the enemy is fire and the lives of innocent citizens in the blazing ire flames are to be stopped at the risk of these staffs and rescue worker. These workers are not only required to be given a proper trading and education in their field before joining such risky but humanitarian services but they always have to be kept ready and given the opportunity of learning the updated skies and techniques at frequent and periodic basis. Therefore their, on job training is as much necessary as is their pre-job training. They have also to be kept incentives and fresh all the time. The external factors of the organizations are the exterior environment of an organization in which it acts. The linkages with the similar and different organizations determine the external environmental factors of n organization. In the case of a fire and rescue service organization, its relationship with the health organizations, like hospital emergency services, the police emergency services, the other disaster management authorities , the chambers of commerce and industries, the airport writes, the schools colleges, the relief agencies of the local , national and international level, the social workers associations and most importantly the local government and municipal authorities determine the external environment of an organization like the fire and rescue organization in any city of any country. Individual’s roles in groups and teams Different people play differently within groups and teams. Group cohesions the most difficult task for the managers and leaders of an organization to manage. Individual traits and characteristics of people are different. Therefore, despite effort some times it is not possible for some people to play their required role within a group or a team. Some people who are the basic level workers want to assume the role of managers and some manager are not effective and want to play just ordinary and basic role within an organization. Hence it becomes the challenging task for a good manager to use his / her skills, capabilities and experience to face and accomplish such a task. The get the required role from the people within their group and teams is the job which can be understood and effectively taken up by the middle level managers in the organization. The first and foremost thing is the selection of the proper manpower within an organization. The right selection of the human resources solves more than half of the problem at the initial level. In this way the individuals selected can play their ascribed jobs more willingly and more interest fully. In the case of fire and rescue service the fire engineers can not be recruited for the office type administration jobs. They have to be recruited, trained and employed at the field formations. Similarly the truck drivers of the fire service can not be placed at the jobs of fire extinguishing positions. Therefore, it can be said that the right persons for the right jobs can not only do well but can also play more effective and a willing role within their groups and teams. Other than right selection, training and placement the more crucial thing is the motivation, inspiration and incentivization of the individuals within their group and team. If the individuals are constantly kept under vigilance and kept motivated by the good managerial practices, then the results achieved from the individuals within their groups and teas are always very desirable. Most of the individuals want their due share in the management affairs of organizations. Good management techniques require that at the tactical, operational and strategic level the individuals should be involved in three decision making so that not only the people should feel to be heard but should also own the organizations that they belong to. The adhering to the organization and sense of belonging comes only when the divas within their groups, sub-groups and teams feel a part f the larger organization at the whole. Therefore, it can be conveniently be said that the roles of the individuals within the groups and teams is very much dependent upon their fitness in the group or team, their motivation level and the incentives structure that determines how effective the individuals play their role in the organizations or their sub structure like groups and teams (Simon, Herbert A. 1997). In view of the fire ands rescue service the constant vigilance over the rightfully selected, recruited , trained ad placed individuals needs the highest level of incentivization, the motivation and participation in the decision making process. Therefore, the best managerial techniques can only ensure the best outcome from the individuals played role within groups and teams in their organizations like the ones in the fir and rescue services. Organizational development Conflicts, culture and power relations Most importantly the change process to develop an organization is a very necessary but a very tricky issue. The organizations must change, but change always ensures the survival and sustainability. The unchanging organizations die sooner or later. Therefore, change is a must process. But when change is must it also has to be positive and controlled. The negative and uncontrolled change process sometimes ruins the organizations (Simon, Herbert A 1997). The fire and rescue services are always based upon the service to humanity, therefore the change and a positive and progressive change in the outlook, training, human and financial resources and the operational visioning is always the top priority of the top management and leadership of the organizations in this field. But at the same time change process in the organizations has cultural and poetical dimensions to it (Hans Essence 1991). These strings are always attached to the change process in thru organizations. Every change is neither acceptable nor doable in every sort of cultural setting or political scenario (Scott, W. Richard. 2007). For instance Saudi food organizations can not opt for selling the meat of pig in the markets for a change. Because pig and its products are strictly unlawful in the Islam, being the religion of state .similarly the kingship can not be tried as a change in the India, because India is the biggest democracy of the world and any sort of dictatorship can not be acceptable to the Indian people due to the political reasons. Hence this paradigm is also applicable on every sort of organization. This also includes the organizations like fire and rescue service. The internal politics and cultural patterns determine the change process of the organizations. The conflicts arise in the organizations when the change process is not smooth and the aspirations of the people within the organizations are not agreeable to the change process (Ash, M.G. 1992.). Therefore, it can be concluded that the decision making process in the organizations that is base upon shameful cultural, political and social patterns does not create the conflicts. Hence, it can be concluded that the organizational behavior is dependence upon the leadership qualities of the management of the organization. The leadership can be explained on the basis of traits, or cognitive theory. The fire and rescue sere organizations are typical in nature as organizations. The individual’s roles and responsibilities are determined on the basic motivations and role assigned to the individual in the groups and teams (Robbins, Stephen P 2004). The change becomes successful, if it is controlled and well directed. The cultural and internal political, power relations and these considerations determine the success of a change. References 1. Ash, M.G. 1992. "Cultural Contexts and Scientific Change in Psychology: Kurt Levin in Iowa." American Psychologist, Vol. 47, No. 2, pp. 198-207. 2. Hatch, M.J. (2006), "Organization Theory: Modern, symbolic, and postmodern perspectives." 2nd Ed. Oxford University Press ISBN 0-19-926021-4. 3. Robbins, Stephen P (2004). Organizational Behavior - Concepts, Controversies, Applications. 4th Ed. Prentice Hall ISBN 0-13-170901-1. 4. Scott, W. Richard. (2007) organizations in political perspective. Pearson Prentice Hall ISBN 0-13-195893-3 5. Wicks, Karl E. (1979) psychological sociology of organization. 3rd ED. McGraw Hill ISBN 0-07-554808-9 6. Simon, Herbert A 1997. The study of decision making in organizations. 2nd ED. 7. Tompkins, Jonathan R (2005). "Organization Theory and Public Management”. Thompson Wadsworth ISBN 978-0-534-17468-2 8. Kingie, R. (1997). The process of efficient decision making in organizations. London: Brown and Co. 9. Hans Essence (1991). Leadership qualities. Criteria for a taxonomic paradigm. Personality and Individual Differences, 12, 773–790. 10. Saucier, G., & Goldberg, L. R. (1998). What is beyond the Big Five? Journal of Personality, 66, 495–524. 11. McCrae, R. R., & Costa, P. C., Jr. (1987). The analysis of qualities of good leadership. Journal of Personality and Social Psychology, 52, 81–90 12. S. L. Hurley.1998. Consciousness in Action, , illustrated, Harvard University Press, 2002, 0674007964, pg. 430-432, 13. Lagerfeld, Ernst von (1995), Radical Constructivism: A Way of Knowing and Learning, London: Rutledge Flamer; Petersen, Bernhard (ed.) ; 14. Wright. Edmond (2005). Shallow perception. Macmillan. Read More