ABSTRACTLothian and Borders Fire and Rescue Service (LBFRS, 2008) is the case study which is selected for the fire and rescue management perspective in order to deal with the major organizational issues such as the working of the individuals within the organization, the impact of their personality, attitude and behaviour at the workplace, significance of the group and the organizational structure, culture and management This report deals with the rapid intervention by LBFRS for the safety and rescue of the needy. INTRODUCTIONLothian and Borders Fire and Rescue Services a public organization, provides a wide- ranging and broad network of fire safety and rescue operations services to a number of people, providing ample training courses moving from the basic awareness sessions to the emergency firefighting processes.
At present they are running 36 Local fire stations, with its Headquarters located in Edinburgh. They serve almost 9,00,000 people in the South East of Scotland and have a current employment of almost 1,300 all cross their fire units at different places, for various functions with 794 whole time firefighters, 310 retained firefighters and 30 control staff. AN ANALYSIS OF THE ROLE OF INDIVIDUALS AND TEAMS WITHIN ORGANIZATIONThe support staff members which total up to 160 in number have been allocated with various roles within the organization to fulfill the emergency and basic needs of the people.
The roles have been classified into diversified areas of human resource management, finance, payroll, IT, administration, communications, health and safety, vehicle maintenance, catering, clothing, inventory etc. INDIVIDUALS WITHIN ORGANISATONIndividuals have varied roles to play within an organization; here different aspects help them to groom themselves into better and responsible Homo sapiens such as: ‘Learning’ (Smith, M.
K, 1999) is the attainment and development of positive behaviour, attitude, skill and knowledge, experience; Learning can be through formal procedures or through natural daily experiences of an individual as well. In LBFRS employees undergo through a constant learning process to upgrade and advance. LBFRS supported the John B Watson (1913) behaviorist model of learning who introduced the stimulus response model supporting the assumptions of observable behaviour, contiguity and role of environment in molding one’s behaviour however some researcher’s do believe in the cognitive approach to learning like James Hartley, 1998 who has structured the cognitive principles of learning which identify that Instructions should be well organized, Instructions should be clearly structured etc. Through Learning, the behaviour of the staff can be changed by channelizing the thought process of the people towards constructive regions, motivating them by introducing positive reinforcement such as encouraging them, giving them challenging tasks and restricting them from unwanted behaviour by imposing negative reinforcement such as retrenchment, firing, demoting etc. ‘Personality’ focuses on the unique and distinctive characteristic of an individual which affect the behaviour and influence his actions and reactions to the changing environmental situations and conditions.
Depending on the personality, an individual reflects his mood, values, behaviour and attitude which in turn has a deep impact on his performance. LBFRS exercises various methods to measure personality for instance, Rating Method, Situational test which are very important to measure the patience, presence of mind, alertness level of employees. A special form of personality test, the ‘Stress Test’ was introduced by LBFRS in 2004. This kind of personality assessment helped the firm to reduce the sickness absence rate, gaining the optimum costs benefits in terms of resources employed and increased staff efficiency.