Scottish Fire and Rescue Service: Organizational Behavior - Case Study Example

Name : xxxxxxxxxxx Institution : xxxxxxxxxxx Title : Organizational Behaviour Tutor : xxxxxxxxxxx Course : xxxxxxxxxxx @2010 Introduction Organizational behaviour considers the relationship between people and the organization thus forming it as a whole body or social system, this is in reference to the role of each individual or teams in the achievement of the long or short-term goals of the organization. The study below considers organizational behaviour in reference to the common factors such as learning, communication, perception, motivation, group formation and structure and teamwork. It takes a case study of a fire and rescue services and compiles the analyses of the issues pertaining the organizational context by considering the relationship between its internal structure and other factors in the external environment. Organizational behaviour Scottish Fire & Rescue Service is one of the major rescue services available in United Kingdom. The organization was involved in the processes of putting off fire which was assumed to have occurred accidentally in one of the commercial building. The organization whose equipment has always been at a standby to respond to any call quickly organized themselves in respond to the accident. The internal structure determines the relationship between various workers in the organization thus enhancing their communication between those in the higher ranks and subordinate workers. According to the tips of the Human Resource Gide, good internal environment motivates the workers to perform their best (Robbins, 2004). Scottish Fire & Rescue Service is a large organization but its internal organization consists of both Flat and Department-focused structure. It is flat structured because its levels of reporting range between two to three hierarchies. The organization also considers the Department-focused structure or that which is functionally focused internal structure because it is organized into different departments based on the functions. The storage department is the largest because it ensures that all the necessary facilities are available and in the best condition to respond to any emergency (Rashid, 2003). External environment There are some four common external factors which enables the organization to effectively achieve its optimal function as well enhance it good relationship with the outside society. The economic status of United Kingdom highly determines the performance of the operations of Scottish Fire & Rescue Service. This makes it possible to obtain all the necessary facilities, which can be used to perform its functions of setting off fire or reducing its effects (French et al, 2008). Political stability is another factor which facilitates the success of Scottish Fire & Rescue Service in UK. The government officials highly support the operations of the fire and rescue services; they include them in the annual financial budget. Policies are involved which govern the rights of the fire and rescue services thus neither the organization nor the public is oppressed. Lastly technology is the other external factors which influence the operations of the Scottish Fire & Rescue Service. Individuals in the organization behave differently depending on their positions in the environment either: informing, parading or probing. The informing team make decision on behave of the organization based on the knowledge of the existing members. The parading team observes what happens in the environment; they supervise what happens in both internal and external environment but does not interfere with them. The probing group aggressively interact with the outsiders and do an evaluation of the activities which takes place so as to consider them when updating the status of the organization (Buchanan & Huczynski, 2007). Individuals (learning, motivation, personality and reception) All the individuals have parts to play in the effective accomplishment of the set goals and objects of the organizations. The human resource should ensure that their resources are up to date, this is possible by ensuring that the workers are regularly trained to keep their skills. Due to the rapid changing lifestyle, there are many causes of fire and other accidents and people are equipping their rooms with substances which are high conductors of fire or burn in severity such as cooking gases and oxygen in cylinders for commercial purposes. These people need to be motivated so as to freely offer the best services and respond to the accidents without delay. These can be through good working environment; good salaries or allowances as a way of appreciating good work (Wilson, 2003). Group teams (group information, structure, individuals in group and teamwork) The operation of the entire organization is teamwork although the organization is also organized into smaller groups who offer services at departmental levels, for example, those who position facilities at their positions during the operation, those who operate them and the educators who teach the public on the safety fire precautions. Each group irrespective of the size must have a structure. This is considered as the management of the group or the responsibilities assigned to it. For example, in Scottish Fire & Rescue Service there are many groups which are represented by different departments and each has a small management body whose leaders represent them in the general management of the entire organization (Hollway, 2001). Structure Like many other organizations, Scottish Fire & Rescue Service has well set objectives which guide the workers in their operations. The organization is well structured with its board of founders at the highest ranks and the directors are ranked the second in the hierarchy. The organization has only one director because his responsibilities are limited; he only links the departmental heads with the board of the founders. The third rank of leadership is various operating managers as the heads of the available departments. These are officers who can account for any activities taking place in the department they represent. The casual workers operate under the supervision of the permanent workers. (Tricker, 2008). Processes Risk assessment is one of the processes that the organization considered before getting into action. This is necessary in the efforts to protect the workers, business and the consumers. There are two types of risk assessment which are considered by the organization: the risk assessment done before the occurrence of the accident focuses on the potential causes of the accident and strategising the ways of undertaking the operation so as to reduce the effects of the. The other assessment is done after the occurrence of the risk and is very brief; this is meant to enable the organization plan on how to undertake its activities. For example, they are able to identify the best sites of locating their facilities and the facilities to use depending on the source of fire, materials in the building and its environment. In respond to a fire outbreak, the organization moves with all the facilities to save time and reduce its effects. This enables them to put off fire before it spreads to large areas of the building or destroy a lot of property. All the departments are aware of their contributions or functions in the process of putting off fire and rescuing the lives of the people, these are always at a standby in case they are called to respond to an emergency. (House of Common, 2005). These people work as group to ensure that their operations are accomplished. The accident in the case study contained of the fire which was severe and burning with explosions, the organization faced some difficulties when fighting it as they also prevented hurting those in the environment. The extinguishers although did not manage to save more property were able to put it off the fire before it spreads to the other buildings. Management The organization is recorded to be having one of the best management criteria under the leadership of Dr Jeff Ord CBE QFSM since 2007 when he joined the team which was developing Asset Co’s Fire and rescue operational capability. The leader had been in the service of fire and rescue organizations for over 40 years so he had acquired all the skills necessary in the operation and management of the human resources. Before joining this team, he was working as Majesty’s Inspector of fire and rescue services and he was able to command and manage the operations of three different fire and rescue organizations. The experience of this man and the skills he has in the operation has enhanced effective management in the organization. There are many work study programs which are organized to train the workers on the new skills or update their knowledge so as to be able to handle the changing societal needs. The leader is a key relationship builder, he ensures that the individuals relate well with each other including between those in the management and the other workers. This build up good teamwork and effective decision making thus the whole group is able to work as a team under good management of both material and human resources (Dennett, 2004). Conclusion Organization behaviour entails the actions of the individuals or groups of people in an organization as they work toward achievement of the long and short term goals and objectives. This is considered in the internal and external environment because their operations do not only affect the internal organization but also the external as their services are to the public. The organization behaviour is affected by its structure, process involved and its overall management. Bibliography Robbins, S., 2004, Organizational Behaviour, Prentice Hall, New Jersey. Rashid, S., 2003, Organizational Behaviour, Taylor & Francis, London. French, R., Schermerhorn, J., Rayner, C., Rumbles, S., Rees, G., Hunt, J. & Osborn, R., 2008, Organizational behaviour, John Wiley & Sons, New York. Buchanan, D. & Huczynski, A., 2007, Organizational behaviour: integrated readings, Prentice Hall, New Jersey. Wilson, F., 2003, Organizational behaviour and gender, Ashgate Publishing, Ltd., Turkey. Hollway, W., 2001, Work psychology and organizational behaviour: managing the individual at work, SAGE, London. Tricker, R., 2008, Scottish Building Standards in Brief, Butterworth-Heinemann, Vatican. House of Common, 2005, Search and Rescue: Eighth Report of Session 2004-05, The Stationery Office, Los Angeles. Dennett, M., 2004, Fire Attack: An Integrated Strategy, Jeremy Mills Publishing, London. Read More