Fundamentals of Fire Fighting Skills - Assignment Example

Fire and Rescue Service Management [Name] [Student Identity Number [Module Title and Number] [Module Tutor’s Name] [Date of Submission] Section 1 One of the early models in management is the Classical theory by Henri Fayol where he compared an organization to a ‘machine’ with the interrelated parts working together to achieve its goals. Management involves organizing, planning, forecasting, co-ordinating, commanding and controlling the ‘workers’ who have specific tasks fitted for specific part in the ‘machine’ (Beckford 1998: 37). However, Montana and Charnov (2000: 14) argued, this approach was not favourable to workers since human relations were not considered. Another theory arise which focused on the needs of the workers, known as the Behavioural Approach. Elton Mayo was one of its proponents, inspiring human relations movement after conducting significant studies relevant to workers. Leadership aspects within an organization have also been given an important consideration. According from the Contingency Approach, leadership style, given the needs of a specific situation determines efficiency of management style. This suggests managers to use other strategies from other approaches such as the Classical, Behavioural, and the Operational. This approach follows a step-by-step methodology in determining solutions for a specific situation. It also considers the limitations of any operation the organization might engage with such as availability of needed technology. Human resources of an organization are also considered examining workers’ competence, abilities, and skills Charnov 2000: 30). Another significant management approach is the Systems Approach, known as the Operations Research, wherein the operation of the whole system is analyzed. Any problem within the system is carefully examined and related if it would affect the other system. This has been useful in solving production problems and productivity with the help of effective organization, scientific methods, and mathematical models. However, this fails to explore the human dimensions, unforeseen opportunities, and environmental threats Charnov 2000: 29). Fayol and Mayo both outlined the roles and responsibilities of an efficient manager. According from Fayol, managers are responsible for maintaining human and material organization with respect to objectives, establishing a competent guiding authority, co-ordinating effort, formulating decisions, employee selection, defining duties, encouraging initiative and responsibility, giving sanctions, and maintaining control (Beckford 1998: 38). Mayo also developed a theory known as the Administrative Theory combining scientific principles and overall organizational management. He wrote four significant contributions to the theory: (1) defining supervising and prioritizing management, (2) defining functions of managers as part of the functional definition of management, (3) developing general principles of management, and (4) stressing manager flexibility and disregarding the notion that ‘managers are born’ (Montana and Charnov 2000: 18-19). In the aspects of how managers should view the workers, McGregor made a comparison between Taylor’s scientific management and Mayo’s Behavioural approach, labelled as Theory X and Theory Y respectively. In Theory X, the manager functions in maintaining working conditions and giving workers rewards/sanctions. Theory Y, on the other hand, considers the human relations on the workers. He concluded that workers in Theory X were not as productive compare to Theory Y. Workers dislike and avoid work, needed to directed, has little sense of responsibility, and not fully creative. In Theory Y however, workers respond to the working conditions, participate in self-motivation to accomplish the goals of the organization, accept responsibility, and creative. Another key factor in worker productivity is motivation. Motivated employees are eager to work thus increasing work productivity. According from the Motivation Theory by Abraham H. Maslow, highly motivated workers are likely to increase productivity and decrease negative attitudes such as absenteeism and tardiness. (Montana and Charnov 2000: 236). These needs are: (1) survival needs, (2) safety or security needs, (3) social and belonging needs, (4) self-esteem need or ego status, and (5) and self-actualization need. Maslow conceptualized a model of motivation called Hierarchy of Needs because he believed that these needs are in hierarchy (refer on Fig. 1), such that when survival needs are satisfied, the individual’s needs would surely emerge on safety and security and so on (Sashkin 1996: 2). Figure1 Maslow's Hierarchy of Needs (Montana and Charnov 2000: 239) The Classical Theory has been proven to be effective in providing a systematic, methodological, and orderly organization where there is unity of command and managers “issue direct orders to assure obedience and performance” (Rabin, Humes, and Morgan 1986: 8). However, this theory has many weaknesses because it fails to acknowledge the interdependence of parts and consider environmental interactions. Beckford (1998) characterized it as static and diagnostic but not dynamic and prescriptive. Drucker (2007f: 445) argued that the organization should be able to encourage its employees to perform their best and demonstrate their potentials and strengths. Human Relations approach deal with difficulties on human dimensions such as motivation and leadership styles. The assumption that workers can be motivated other than money has opened a chance for flexibility and delegation of decision making. (Beckford 1998). Section 2 There are various types of leadership where each has advantages and disadvantages. In choosing a leadership style, Murugan (c. 1974) said that forces in the manager, forces in the subordinates, and environment should be considered. Some of the existing leadership styles are democratic, autocratic, and laissez-faire. In democratic leadership, the leader together with the subordinates share in decision making; while in autocratic, the leader decides everything. On laissez-faire, on the other hand, the followers are the ones who decide (Goethals, Sorenson, and Burns 2004c). Democratic leadership allows the employee to participate. Stralser (2004d) said that empowerment of employees is achieved in democratic leadership since they become part of decision making. This suits a working environment of skilled and experienced staffs for implementing changes and resolving group problems. Human relations theory reflects democratic leadership which allows the workers to improve personal growth (Beckford 1998). Delegation is an act of empowerment which one of the dimensions in democratic leadership (Ward and Mcphalli-Wilcox 1999). Empowerment is derived from the Theory Y of McGregor which developed through the years. The term empowerments became a jargon in organizational development and it has been proven that worker participation improves work productivity (Kinlaw 1995). On the other hand, in autocratic leadership, the leader directs and controls the subordinates and no employee consultation limiting their freedom of expression and participation in decision making (Stralser 2004d). Autocratic style reflects the Theory X of McGregor which is supported by the assumption that employees need to be forced and directed to work. In some studies, workers are found to be working effectively in the presence of leaders however they experience apathy and aggressiveness (Gottlieb 2003). Laissez-faire leadership, unlike the democratic and autocratic, is described as lack of leadership (Goethals et al. 2004c). The advantage of autocratic condition is the tendency of the leaders and team members to control and solve problems in crucial situation. In democratic style on the other hand, the staffs are given opportunities to participate in management. In laissez-faire, members do not receive support and direction from the leader which give them chance to abandon their responsibilities (Bass 1997). Section 3 Motivation of the members of the organization is not only centred on the employees but also to the leaders. Personal motivation is significant in achieving the goals of the organization (Montana and Charnov 2000). A leader can motivate the employee to do their best in ways that money is not involved. Employee can be motivated too if a leader shows enthusiasm and pride on the company. It is also important provide employees significant training for them to learn new skills such as team-building. Through teamwork, staffs with different positions and departments can be grouped and assign them task. This will increase their involvement and sense of responsibility (Stralser 2004d). Open communication is another factor to motivate employees. If they feel that they are involved and if the managers are willing to listen, a trust will build up. Communication is very essential in the performance of the whole organization. Problems, solutions, suggestions, and ideas are clearly and openly discussed which prevents building up of tensions and stresses among the team members. Communication should be relevant and responsive such that it is task-oriented, focused, and open to ideas (Stralser 2004d). Section 4 The role of fire service has evolved from fire suppression to other rescue and relief services such as paramedic services, rescue operations, airport rescue, community emergency consultation, disaster plans and other. International fire service organizations were established in order to address these needs such as National Fire Protection Association (NFPA) and CTIF International Technical Committee for the Prevention and Extinction of Fire which aim on reducing fire and other hazards through consensus, codes and standards, research, training, and education (2008c). In UAE, a rich Middle East Federation has high rate of fire incidents especially by the half of 2007 where a 17% fire increase or 52 fires a month. Majority of the incidents were in high rise buildings and buildings under construction. In response to these, the Dubai Civil Defence has planned for a fire safety awareness activity. The Civil Defence created a special team for fire incidents in high rise buildings. An exhibition of fire fighting, evacuation, and rescue were conducted early in January 2008 (2007c).The earliest history of fire fighting originated in UK on A.D. 43 during the Roman colonization. During the middle age, a number of fires burned houses, towns, and cities primarily because the building materials were wood. Until 17th century, fire fighting was given more importance and many fire brigades were established. As of now, there are 63 fire brigades in the UK (2007d). The context of management in fire and rescue service is similar in government and other businesses. Management in these sectors compare to fire service might seem different in many ways, but Carter and Rausch (2006) said that they are pretty much the same. A promoted officer, for example, who used to be one of the fire fighters now, has the authority to lead the former colleague. As a new manager and leader, he must gain the trust and confidence of the subordinates. As a fire officer, one must possess the knowledge on fire service functions and management. As manager, the goals and the objectives of the organization should be well developed. In fire departments, leadership style determines how the organization would operate. Not all fire service leaders and managers should be out there directing and giving orders to the subordinates. The effectiveness of the leader is reflected on the attitudes and performance of the team members. The definition of leadership evolves depending on the situation at hand (Grant and Hoover 1993). Chief fire fighters are the ones usually handling fire departments. Grant and Hoover (1993: 17) made a distinction between the leader and the managers. “Managers do things right” while “Leaders do the right things”. Leaders answer what and the why while managers answer the how. Leaders lead, guide, influence, and focus on effectiveness while managers accomplish, conduct, is responsible, and focus on efficiency. In fire service, both are hardly distinguishable or often interchanged (Grant and Hoover 1993). There is no single style of leadership effective in every situation. One of the leadership styles applied in fire service is Contingency Leadership. It was developed in the 1960s which is also known as situational leadership. This theory embraces the fact that there is no appropriate style in all situations and resort to utilizing other techniques from environmental, technological, and organizational leadership styles (Grant and Hoover 1993). Most of the management theories are designed for managers in business, industry, and government. Only few focus on fire service that is why fire service officers have difficulty in choosing the tight strategies (Grant and Hoover 1993). Fire departments rely on the basic principles of organization such discipline, division of labor, unity of command, and span of control (2004a).The roles and responsibilities of fire officers has evolved and covered other human services. However, the national government and other international non-profit organizations never fail to show support. In UK, new legislations on ensuring continuous service for citizens have caused dramatic change. The Regulatory Reform Order 2005 in particular added prevention strategies to: design fire safety in homes, offices, and buildings; maintain safe environment fire prevention and legislations, and promote fire safe community. This fire safety law allows fire service to determine the level of resources needed in an incident and make a direct call. The collaboration of fire and rescue service with the community has significantly reduced the risk of death and damages (2006a). 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