Organisational Behavior Issues at the Department of Safety and Emergency - Case Study Example

AN ANALYSIS OF ORGANISATIONAL BEHAVIOUR ISSUES AT DEPARTMENT OF SAFETY AND EMERGENCY 1. Outline of the Case Study The Emergency and Safety Department of Abu Dhabi a public sector was created to provide first class immediate response to fire and medical emergencies. As first responders to fire, medical emergencies, and to any disasters the department protects the properties and lives of the residents as well as visitors. The Department employs sufficient firefighters, paramedics, and doctors to address to any emergencies. These staffs and employees were trained by instructors from abroad to ensure the life saving capacity of the responders. The department has 5 section affiliates capable of providing fire and rescue services to all the people of Abu Dhabi. The Department has its responsibility not only during disaster but giving also importance before and after disasters. One of its function before disaster is to train the people as well as children in the community, workplace, and schools. Information campaign is one effective means of preventing disaster and conducting basic and advanced first aid courses reduces the mortality and morbidity rate through proper immediate care given to a person who has suddenly taken ill. 2. An analysis of the role of individuals and teams within organization. 2.1 INDIVIDUALS WITHIN ORGANISATION LEARNING THEORY According to Prof David Merrill, “individual learning is defined as the capacity to build knowledge through individual reflection about external stimuli and sources, and through the personal re-elaboration of individual knowledge and experience in light of interaction with others and the environment”. (www.hagar.up.ac.za) Consequently, the stimulus-response model is generated. The environment is the stimuli from which the individual develops responses. A change in the behavior is a manifest that an individual is learning. According to James Hartley (1998), “learning is better when the learner is active rather than passive”. Hence, activity is important and a repetition of such activity makes quality learning. Positive reinforcers like rewards and successes is the cardinal motivator and are preferable over negative events like punishments and failures (Hartley, J., 1998). While behavior aspect of learning concerns with the environment, the cognitive aspect of learning deals more with the mental processes. As James Hartley (1998) puts it, “learning results from inferences, expectations and making connections. Instead of acquiring habits, learners acquire plans and strategies, and prior knowledge is important”. In order to encourage response from a learning individual, reinforcement is often resorted to. The term reinforce refers to anything stimulus which strengthens or increases the probability of a specific response (Skinner, 1938). There are four types of reinforcement and one of those is punishment. According to (Heffner, C.L., 2001) punishment refers to adding something aversive in order to decrease a behavior. Although punishment is effective when applied immediately following a negative behavior, it can invoke other responses such as anger and resentment (Heffner, C.L., 2001). PERSONALITY THEORY Personality plays a big part on how we view others, gather information, tackle problems, and organize our lives. A team that includes a broad range of personality type is often better able to function well (Harris, N.). Personality is measured as a set of items, usually questions or statements about feelings, or behavior, to which subjects have to respond by answering the question, or agreeing or disagreeing with the statements (Kline, 1993). COMMUNICATION An essential component of organisational success is effective communication whether it is at the interpersonal, intergroup, intragroup, organisational or external levels (www.web.cba.neu.edu). By actively listening one can effectively convey his message. Active listening helps in assessing the situation accurately, it helps speakers clarify what they are saying and makes them feel heard, and it reduces emotions that block clear thinking (Cyr, L.F., 1994). No matter how good we communicate, barriers do and often occur. Most common factors of communication barriers are summarized into: physical barriers, system design, and attitudinal barriers (www.rsc-ne-scotland.ac.uk). PERCEPTION THEORY Perception is an integration of sensory stimulus. It is not a form of thinking, in that one’s ideas do not affect the process. Perception is automatic and independent of volition. What we perceive is our link to the outside world the only question is whether we accurately interpret what we perceive and the way to do this is through reason. (www.importanceofphilosophy.com) MOTIVATION THEORY Motivation is the force that makes us do things. It must be taken into consideration that human beings have a priority of needs which they seek to satisfy on the job and off. The effect of a successful motivation is clearly shown in the increase of output in the organisation with respect to quantity and quality. Maslow has set up a hierarchy of levels of basic needs (Simons, J.A., Irwin, D.B., & Drinnien, B.A.): (1) physiological needs, (2) safety needs, (3) needs of love, affection and belongingness, (4) needs for esteem, and (5) needs for self-actualization. 2.2 TEAMS WITHIN ORGANISATION Forming a group does not mean gathering all your friends and work with them. Formation does not come out of the blue. In an organisation such as the fire and rescue department the formation of the group and the relationship is a professional one. Tuckman & Jensen (1977) suggest that the formation and development of a group goes through six sequential stages, these are: forming, storming, norming, performing, adjourning, mourning. The Encyclopedia of Business, 2nd Edition categorized groups into two categories: (1) formal groups, and (2) informal groups. Formal groups are those given legitimacy by the organisation. It is also called functional group consisting of a manager and subordinates, all of whom share a common specialty. An informal group on the other hand, is further categorized into: interest and friendship groups. An interest group facilitates employee pursuits of common concerns. A friendship group evolves mostly to meet employees’ special needs. According to Dr. Meredith Belbin, people in teams tend to assume different “team roles”. By understanding team role within a particular team, strengths are developed and weaknesses are managed as a team member, and improve how one contributes to the team. Teams can be vertical, horizontal, or self-directed and can be used to create new products, complete specific projects, ensure quality, or replace operating departments (CliffsNotes.com, 2008). Vertical teams perform specific organisational functions and include members from several vertical levels of the hierarchy. (CliffsNotes.com, 2008) Horizontal teams are made up of experts in various specialties working together on various organisational tasks. (CliffsNotes.com) Self-directed work teams, operate without managers and are responsible for complete work processes that deliver products or services to external or internal customers. (CliffsNotes.com) The fire and safety department is a vertical team with specific functions and level of hierarchy. 3. HOW ROLES ARE DEFINED IN ORGANISATIONS 3.1 WORK DESIGN Types of management are: (1) democratic, (2) autocratic, and (3) consultative. In democratic management the manager delegates authority to the staff, giving them responsibility to complete the task given to them. (www.learnmanagement2.com) Autocratic management the manager dictates orders to their staff and makes decisions without any consultation. (www.learnmanagement2.com) Consultative management the manager will asks views and opinions from their staff, allowing them to feel involved but ultimately make the final decision. (www.learnmanagement2.com) 3.2 STRUCTURE Each organisation has different structure. Some organisations have a flat structure that is fewer layers of managers. Each manager will have larger groups of people reporting to them, this likely impedes the emergence of centres of competence. Others have hierarchical structure which has many layers of managers. Each manager will have smaller groups of people reporting to them. This allows for easier definition of roles and responsibilities and more frequent opportunities for promotion. (www.kjwtc.co.uk/avce/structure) A good representation of structure is the organisation chart which defines responsibility, authority, and accountability. This also shows the relationships between people in the department. 3.3 STRATEGY Ideally strategy dictates structure but majority structure defines strategy. Strategies are planned to suit the purpose of the organisation and implemented in accordance with the organisation’s structure to accomplish its mission and vision. 4. ORGANISATION PROCESSES AND DEVELOPMENT 4.1 ORGANISATION DEVELOPMENT To effect a quality improvement and development of an organisation, changes should be made as to the structures, a review on the management policies, continuous improvement of quality management or implement new systems and equipment for efficient service delivery. Importantly, the human resources especially the firefighters and paramedics must undergo specialization training to harness their life saving ability and implement strategic plan. 4.2 ORGANISATION CHANGE There are two forces with respect to change. One, those who want and drive change and the other, those who oppose change. Resistance may be overcome by decreasing the resisting forces. Dr. A. J. Schuler (2003) in his article wrote, “that in order to overcome resistance to change the truthful reasons for change must be set out; an effective pilot program must be set up; stage new training programs; emphasize the risk scenario that forms the rationale for change; be open with information and communication; engage them on both a rational and emotional level”. 4.3 ORGANISATION CULTURE Culture formally defined as a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems (Schein, E.H.) According to (Schein, E.H.) culture is consists of three distinct levels: the simplest level freely observe what you hear, see and feel in an organisation is known as the artefacts. The next is “espoused level” which deals with strategies, goals and the philosophies of an organization (Schein, E.H.). The third level is the deeper level more commonly known as the “hidden beliefs and assumptions”. This level explains the inconsistencies of similar espoused values which tell that a deeper level of thought and perception drives the overt behavior (Schein, E.H.). 5. ORGANISATION MANAGEMENT 5.1 LEADERSHIP “Leadership is a behavior of an individual directing the activities of a group toward a shared goal” (Hemphill and Coons, 1957). Leadership is the motivation of people in seeking the accomplishment of the objectives of the organisation. One may be born a leader, other chooses to become a leader, and some due to some event brings out the extraordinary leadership qualities of an ordinary person. But others choose to develop leadership skills through education, training and experience. (Goleman, D., Boyatzis, R., McKee, A., 2002) introduces six leadership styles: (1) visionary, (2) coaching, (3) affiliative, (4) democratic, (5) pacesetting, and (6) commanding. 5.2 DECISION MAKING There are two types of decision: (1) personal which are made by managers and workers on the basis of their personal benefit, and (2) managerial decisions which accrue to the benefit of the organisation towards the accomplishment of its primary service objective. Levels of decision making process according to (Taylor, J.T.): 1. Leader makes the decision alone; 2. Leader makes the decision with input from key stakeholders; 3. Consensus building; 4. Delegate the decision to someone else; 5. True consensus. In order to have an effective group decision-making, Andrew E. Schwartz in his article “Group Decision-Making” in the CPA Journal enumerates the actual steps in a decision made by a group: 1. Identify the problem; 2. Clarify the problem; 3. Analyze the cause; 4. Solicit alternative solutions to the problem; 5. Selecting one or more alternatives for action; 6. Plan for implementation; 7. Clarify the contract; 8. The action plan; 9. Provide for evaluation and accountability. 5.3 CONFLICT In an organisation different people of different values and personality is more often subjected to conflict and controversy hence, conflict resolution is an immediate priority of an organisation (Heathfield, S.M.). A good leader in an organisation provides a working environment that is harmonious, free of conflict and is capable of managing organisational controversy or conflict. Such leader mediates immediately before conflict escalates among workers. 5.4 POWER POLITICS Organisational politics originate when individuals drive their personal agendas and priorities at the expense of a cohesive corporate agenda (Lencioni, Patrick, Silos, 2006). The basis of organisational politics is really two-fold: one’s desire to advance within the firm, and one’s quest for power (usually in the form of controlling decisions and resources) (Keogh, J., Shtub, A., Bard, J.F., Globerson, S., 2000). CONCLUSION In order for the fire and rescue department to function it is about bringing together the firefighters, doctors, paramedics and the equipment to perform the primary objective of the department. The department is composed of people with individual personality and different needs with different motivations. A department that is efficient and effective in its service delivery has a leader which decides not only for his personal welfare but also for the benefit of the people in the organisation and works towards the advancement of the department’s objective. In keeping abreast with the latest firefighting technology as well as paramedical equipment changes may be introduced which others may reject. Being a good leader, the manager must introduce change by explaining the risk of keeping the old technology. Engage the subordinates to participate in the discussion and to provide support. One person cannot make the department function with the efficiency required. Each firefighter or paramedic needs each other in realizing towards the fulfillment of the department’s mission. References: www.hagar.up.ac.za Heffner, Christopher L., 2001. Psychology 101. Harris, Neil. “How Personality Affects Your Work”. www.web.cba.nev.edu Cyr, Louise Franck. Adaptation: Effective Communication. www.rsc-ne-scotland.ac.uk www.importanceofphilosophy.com Simons, Janet A., Irwin, Donald B., & Drinnien, Beverly A. “The Search for Understanding” Tuckman, B.W. & Jensen, M.A.C., 1977. “Stages of Small Group Development Revisited”. Encyclopedia of Business, 2nd Edition Belbin, Meredith. “How Understanding Team Roles Can Improve Team Performance”. CliffsNotes.com, 2008 (www.cliffsnotes.com) Types of Teams www.learnmanagement2.com www.kjwtc.co.uk/auce/structure Schuler, A.J., 2003. “Overcoming Resistance to Change”. Schein, Edgar H. Organisational Culture and Leadership. Heathfield, Susan M. “Secrets of Leadership Success” Taylor, J.T., M.A. www.teambuildingusa.com Schwartz, Andrew E., 1994. “Group Decision – Making”. Heathfield, Susan M. “Workplace Conflict Resolution: People Management Tips”. Lencioni, Patrick, & Silos, 2006. Politics and Turf Wars Keogh, J., Shtub, A., Bard, J.F., & Globerson, S., 2000. Project Planning and Implementation Read More