Essays on Crew Resource Management for the Fire Service Assignment

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The paper 'Crew Resource Management for the Fire Service' is a good example of a Management Assignment. Fire and Rescue Service is a high-risk profession, so human resource management must be treated with the utmost importance. Classical management theories and the human relations approach will be discussed in the first section of this report (Okray & Lubnau II 2007:91). Leadership strategies and styles, the characteristics of an organization, and the types of organizations will be expounded on sections two and three, respectively. In section four, fire and rescue strategies in the United Arab Emirates and the United Kingdom will be assessed (Okray & Lubnau II 2007:82). Section One Classic management theory is a management practice that gives an emphasis on the management structure and hierarchy (House 1971:321).

When a certain production result is set, workers are driven to perform designated tasks through a functional managerial approach which would exhaust worker’ s labor capacity. Workers are treated like machines. There is very minimal regard for worker’ s concerns and maintains a well-defined lineation between authoritative posts and subjects and labor is divided to be able to extract labor productivity without spending much effort and resources on workers (Hersey 1977:82).

A scientific method of forecasting the possible production outcomes is also employed so that the predictability of work habits can be taken advantage of. Any deviant actions would lead to a replacement. (House 1971:321). Compensation is based on scientific calculations and has a uniformity of treatment while at some point compensation is used to encourage productive work. It is accepted that this form of management practice has produced efficiency but has not given due consideration to other means of improving productivity.

It is more qualified to be referred to as a “ control” than a “ management” practice (Hersey 1977:82). The manager has a crucial role and certain responsibilities to ensure that the system is running with accessibility to the organization’ s resources and assess if efficiency is being employed and make necessary recommendations. The manager also takes charge to achieve the goals of an organization (House 1971:321). Usually, managers are concerned with the plan, organization, and staff, coordination of the plans and assess worker’ s performance. A good manager must always have open communication with the staff such as asking the staff about their condition, work experiences, and other details.

The manager should respond to the question with professionalism and has to be cautious of the language game. In those ways, the manager could stir motivation among the workers. McGregor’ s X and Y motivational approach could be likewise consulted to be acquainted with theoretical foundations of effective management skills. McGregor’ s X management style view slow workers’ productivity was a cause of de-motivation among workers which emanated from the management style. On the other hand, managers who are conscious of their staff and workers’ needs would produce Y or motivated staff for the managers (Okray & Lubnau II 2007:82). Managers must treat their staff as a team and should set a clear direction for the staff.

By showing a good example to the staff he could get their utmost cooperation and would tend to open up more easily when problems are encountered in workplaces. To be able to run the organization, a delegation of responsibilities must be practiced to achieve a more organized flow of tasks.

From a humanist psychologist like Abraham Maslow, in order to motivate the workers the hierarchy of needs must be fulfilled. This motivation will be driven by the accomplishment of needs inherent in all beings, especially humans. These levels of human needs are essential so that man can grow and reach his maximum productivity potential. Maslow showed a diagram of this.

Bibliography

Accel-team. 2008. "Employee Motivation: Theory and practice."

Becker, B.E., M.A. Huselid and D. Ulrich. 2001. "The HR Scorecard: Linking People, Strategy, Performance."

Hersey, P. 1977. Management of organizational behavior 3rd Edition. Englewood Cliffs, NJ: Prentice-Hall.

House, Rj. 1971. "A path-goal theory of leadership effectiveness." Administrative Science Quarterly 16:321-339.

Ministry, UAE Information. 2006. "UAE Interact."

Okray, Randy and Thomas Lubnau II. 2004. Crew Reosurce Management for the Fire Service. Oklahoma: Fire Engineering Books.

Pauuwe, J. and P. Boselie. 2005. "HRM and Performance: What Next." Human Resource Management Journal 15:68-83.

Service, Leicestershire Fire and Rescue. 2007. "Management of the Fire and Rescue Service."

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