1.0 Outline of case studyAbu Dhabi civil defence force organisation deals with fire engineering. This is a public organisation. It has approximately one hundred employees in total. This organisation carries out inspection on buildings in regard to fire and safety. This is a middle sized organisation. (Stacey, 2006)2.0 Analysis of role of individuals and teams within organization2.1 Individuals within organisation2.1.1LearningOrganisational learning is carried out at Abu Dhabi civil defence force. This is through formal training programs planned by the management. Learning organisation is that has employees who enhance their overall capacity on a continuous process so that they achieve goals.
Any learning organisation has a philosophy where change is always responded to. Behaviour in organisation can be changed through training, guiding and counselling. Learning can be measured through analysis of change in behaviour. It can be controlled by putting in place various control measures. Reinforcement and punishment works in a corrective manner pushing the culprits to do their overall best. In behaviourist approach there are strategies to study behaviour and learning. This approach also is based on observing the environment and the impacts it has on behaviour.
All this play a big role in the entire process of learning. Cognitive learning on the other hand focuses on the whole and not just parts. This is where all required resources are put together in order to solve the issues at hand. The difference between the two is that in behaviourist learning, stakeholders operate on stimulation. Cognitive learning performs tasks based on various considerations. (Buchanan and Huczynski 2004)2.1.2 CommunicationInternal and external communication is very important in any organisation. Analysis of Abu Dhabi civil defence force organisation shows that there is both external and internal communication.
Internal communication includes that carried out among employees and management in Abu Dhabi civil defence organisation. This organisation communicates to clients and contractors. Individuals in this organisation have both direct and indirect communication. Direct communication is carried out on face to face basis. Indirect communication is carried out through use of internet, telephones and letters. There are various barriers of effective communication. They include language barriers- where stakeholders do not speak the same language. Another barrier includes misunderstanding of written communication.
One party can also use terminologies that are not easily understood by the recipient. Communication can also be hampered by improper tools of communication. This includes poorly maintained telephones etc Communication with other people by the organisation is carried out both directly and indirectly. Direct communication occurs when the clients visit the organisation or when the officers go to the field. There is also indirect communication where letters phones and emails are used. Communication is important in this case because clients get to know various requirements that need to be incorporated at the premises.
Through communication, there is also overall understanding of various issuers that pertain to the job profile. (Buchanan and Huczynski 2004)2.1.3 PerceptionEach every organisation has perception. This could either be positive or negative perception. There can actually be perception on anything. This includes like the employees perception on the job etc. Analysis of this organisation shows that employees have positive perception to their jobs. There is however negative perception to change as they would prefer to carry on with responsibilities as they have always been done.
Perception at any workplace is very important. This is due to the fact that it has effect on the overall output of the organisation. Positive perception of employees towards work always results in success and great profits. It also positively affects the quality of work or services carried out. (Buchanan and Huczynski 2004)