1. IntroductionThe main objective of this paper is to give a report on the whole structure of fire and rescue service management. Any outbreak of emergency gets covered by a fire and rescue service (FRS). FRS is the term that is used in legislation and by government departments, and it is directly governed and funded by a fire authority. The purpose of this report is to make an in depth analysis of the whole managerial system and the implementation of the same on International basis with special emphasis on UAE and UK.
It is a kind of comparative study in order to get the best possible managerial skills for performing through the selected topic. 2. Shift in management theoriesThe classical management theory, as initiated by Henri Fayol states that the managerial function is ‘to forecast and plan, to organize, to command, to coordinate, and control’. On the other hand the human relation approach is related to the understanding of how all organizations operate. Related to these operational functionalities are the acts of contingency, which is something that can happen, but generally is not anticipated by the organisation.
As contingencies are inherently not obvious they need more proper planning. A system gets determined by choosing the relevant interactions that the managerial groups or the single leader of the organisation want to consider (Peter Checkland, 1997). It is here that the role of the managers becomes vital. It is the way to handle the responsibilities that determines the abilities of a good Manager. His approach has to be transparent and very comprehensive to his subordinates. The best- communication method between the managers and staff can be done through the application of Mcgregor’s X and Y theory.
It is here that X is considered as the De-motivated side, whereas and Y is the motivated turn. Theory X is for direction and control, whereas Y is based on the integration of individual and organisational goals. On the basis of these assumptions a good manager needs to be able to lead his staff, and be able to delegate responsibilities on an impartial way to the staff. The focus is on people, rather than on machines or economics. It believes that people exist in an organisational environment rather than an organized social context.
The next implementation is of motivating people. The application of sharp motivation gets directed towards team work for co-ordination and cooperation of individuals involved in it (Walter F. Buckley, 1967). It refers to the skill that a good manager should have in building his team. It is through team work, that the leaders seek to fulfill individual and organisational objectives. With human relations approach, individuals and organisations share desire for efficiency and achieve maximum results with minimum inputs.
The human relation approach is not only practical but is full proof. This is the reason that it got more into the organisational working structure than the theoretical application of classical management theory. All these could be achieved through the power and actual manipulation of motivational skill. For the purpose none can be better than Abraham Maslow. According to him human beings have a “hierarchy of needs. ” These are the needs that should be properly channelised in order to gain 6ynchronized working structure. “Human Relations” theory supports this idea.
This gets followed by the most basic level are food, clothing, shelter, and the like. As these basic needs are met, people shift their efforts to subtler needs, such as for friendship and self-esteem.