Comparison of International Fire and Rescue Services with That of the UAE - Assignment Example

Fire and Rescue Service Management Report Plan Section One Purpose: The purpose of this report is to analyze the management theories and compare international fire and rescue services with that of UAE. Classical management theory: the classical management theory comprises of three levels of management. According to this theory employees are considered as entities for performing tasks. Top-level management is concerned with coordination and determining policies. They are called the board of directors and responsible for formulating schemes and policies to meet the targets of the business. Middle management organizes the actions specified by the top management. They develop department policies and act accordingly to achieve the objective. The lower level management ensures all the tasks are performed (Montana & Charnov, 2000). Human relation approach Management operations are released by human beings and a successful management gets maximum advantage of these humans. Therefore, management needs to achieve it through people. The fundamentals of human relations approach emphasize on performance of employees (Bratton & Gold, 2001). Contingency: there is a generally approved theory stating that employees are to be dealt according to their work done by them. This theory is practiced in active management techniques. The primary idea behind this theory is that when there is no evident need to think, don’t ask the employees. It makes active management unsuitable (Bratton & Gold, 2001). Manager’s role and responsibilities Managers are answerable for monitoring and controlling the actions and productive output of their workers. They play vital role in handling the operations of their workers. They are also engaged in recruitment, vocational growth, sequential designing and managing wages and compensations. A good manager is one who has qualities of (1) pin-pointing problems and make decisions to get through the problems. (2) Prepare strategies and policies to achieve long term goals of the company. (3) Lead the team and provide them necessary training and preparation. (4) Encourage others to improve the quality of workers and the work. (5) Since manager is the middle man, therefore he should effectively communicate between top management and the employees. (6) He should present himself as a role model for all the employees (Montana & Charnov, 2000). Communication Method: For an effective communication between manager and the staff three important things to be considered. (1) The message to be conveyed should be very clear. (2) Manager should receive and understand the message. (3) Maintain checks on the flow of communication. Team building: Douglas McGregor proposed his famous X-Y theory in his 1960. His theory mentions basic principles of managing people providing two key methods namely x-theory and y-theory. Managers get bad output with x-theory as compared to those opting y-theory (Drucker, 2007). Theory X or 'authoritarian management' style: it gives poor results because it says that average people don’t like work so they must be compelled to work with the terror of penalty. These people want guidance and don’t like obligations. They quite understanding and free from confusions and want security at their work (Drucker, 2007). Theory Y: this theory is motivated as it says that work is as natural as play or rest therefore, people don’t need any kind of guidance. If an honor is linked with achieving the target, they work with full devotion hence becoming more responsible. People feel responsibility because of their creativity and ingeniousness (Drucker, 2007). Lead staff: leaders employ exercising power; have faith in employees, making teams and authorization. Leaders or mangers use knowledge, teaching, coordinating, instructing ad realizing. Successful companies who exercise power and assign responsibilities to the employees wait for their employees to initiate and exercise possession (Bratton & Gold, 2001). Delegation and empowerment generate great output when it is applied in small and slow process. In order to get empowerment effect manager should try out employees understanding prior to delegation. Motivation: if motivation is repelled by presence of unfulfilled necessities then manager should take account of needs that are of vital importance to employees. Understanding human behavior is of vital importance for assuring human behavior as expected. Abraham Maslow was the one to develop a model of human motivation. His theory is represented in form of a pyramid. According to this theory, an individual has to begin from the lowest level of the pyramid and can reach the top level only by fulfilling conditions of the very next level (Bratton & Gold, 2001). In present age business’, Maslow's theory is an important retainer for managers to incite employees.  Physiological needs are the basic daily life needs i.e. air, water and sleep. If these needs are not fulfilled; one will search for them to be fulfilled. Other needs like safety or social needs are achieved when the basic physiological needs are fulfilled. Safety is required by every individual. It can be living in a safe place, medical security, job security and money security. If a person is not feeling secure he can’t move to attain higher level of needs (Bratton & Gold, 2001). Social needs are attained by coming close together with friends, colleagues or relatives. Self- esteem needs may be external or internal. They include self-respect, accomplishments, care and identification. Self- actualization makes people to get the needs of truth, equality, enlightenment and entailing. Section Two Leadership styles There are different leadership styles for running an organization. One should careful choose the style that suits his/her organization. Democratic: Democratic management is an essential component of organization involving the joint activities. These joint activity rules concentrate on majority rule, equally balanced and confident persons to complete their jobs. It is believed that by doing so people would come closer to learn, polish their skills and gain confidence in solving their problems. It involves three matters namely authorized subordinates to make decisions, personal independence and responsibility for some activity (Schyns & Meindle, 2005). It is considered to be a successful leadership style as employees like the faith shown by managers. The democratic leader prepares policies that help employees in assessing their performance, allow employees to achieve targets, boost their motivation level and realizes and appreciate their work. Autocratic: in autocratic leadership style the leaders make all the decisions one-sidedly using their knowledge and understanding. All the decisions are made by top management hence allowing them to exercise the power. But this style considers employees as foes which is a flaw for the company. The main motivation in such styled organization is the fear and insecurity that employees think their problems are not notice worthy for the leaders (Schyns & Meindle, 2005). Autocratic leaders have faith in punishments, don’t trust employees and don’t like their comments. Laisez-fare: it is also called “hands-off” style. The manager provides no guidance at all and employees are free. Power is given o employees so that they could make possible use of it to achieve desired goals and solve problems. This style of leadership should not be used because (1) it makes employees feel uncomfortable due to the absence of manager (2) manager cannot respond to employees about their performance (3) manager cant show gratitude to employee (Schyns & Meindle, 2005). Section three Motivation: it is the job of manager to make all work and get the work completed on time. To do this manager should motivate employees. Performance is the most desired output of motivation. Since ability depends on knowledge, education and training; but it requires a lot of time. A new manger might not know where to start (Schyns & Meindle, 2005). Team building: employee participation, groups and their authorization allow people to take decisions and achieve goals. This employee participation, advancement in team building and honesty evaluates how effective a team building is. Assigning tasks to the right employees is an important part of team work. Managers orally translate the tasks to the employees and assure it is to done on time. They should keep an eye on the employees if they are properly doing the work. If they need any kind of assistance then guidance should be provided. Finally mangers should check that employees report when task is completed (Schyns & Meindle, 2005). Communication: it is a process, in which people express their messages using a wide variety of skills including hearing, noticing, talking, interrogating, examining and judging. Effective communication takes place when recipient interprets the exact message given by the sender , understands it and act responds properly. Historical background to the organisation: fire and rescue service were started in November 2000 in Dubai and called Ambulance & Rescue Section starting services on May 2001 in Abu Dhabi and surrounding areas. This service started in Alain on October 2002 and July 2005 in Tariff. Employees, name, size and service: the field work was started in 2001 consisting of 51 emergency medical treatment personnel and 28 persons to rescue. Later on the number increased to 258 medical personnel and 305 rescuers. Initially the rescue service began with four divisions but expanded with 35 branches located under 7 departments. In 2001, number of employees was 150 that increased to 1837 after unifying Quick Intervention Section and the Marine Police Section with Rescue and Ambulances into a single department called Emergency & Public Safety Department. Training Department educated 7983 people (Schyns & Meindle, 2005). Recommendation to change management theory from classical to human relation at 10 years: Human are unambiguously capable of being changed human relations is the primal force in the operations of an organization. A line of actions used for human relations involves enrolling, testing, training, honoring and evaluation. Today companies are opting for this approach due to several reasons. The foremost benefit of this approach is elimination of superfluous details of job which motivate employees to work harder and quicker. Secondly, it helps the quality of work increased. Thirdly, it is suitable for all types of organizations. Section Four International fire and rescue service strategies in the UK UK fire and rescue service has been considered as the best rescue service in the world for more than 30 years. It contains 300,000 trained workers for last 30 years. The strategy used for FRS in UK is customer focused. It is planned to alter Fire and Rescue Service to accomplish the basic targets. The main goal of FRS is to establish a secure society and support community by working in groups by helping them in injuries, damages and cases of emergency. UK FRS opts for human relation approach because they focus on people management, manpower planning and development. Their HR strategy is at national position. It looks for people’s performance to be optimized for serving public. Comparison: UK fire and rescue service has been established 30 years ago hence training its workers to benefit the society. Its employees are well trained and thousands in number. On the other hand fire and rescue service of UAE has been established in 2000 and don’t possess a large number of employees and is in the process of training and improving the service. But both the countries focus on human relations management to rum their service. Conclusion: Role of Manager: top level management is highly skilled, aware of their responsibilities and takes decisions accordingly and administers the rescue management. Middle managers are inclined towards their jobs sand accomplish the targets set by top management. Rest of the employees fulfills the requirements and complete the tasks set by mangers. Bibliography: Bratton, J. & Gold, J. 2001. Human Resource Management: Theory and Practice. Lawrence Erlbaum. Drucker, P. 2007. Management: Tasks, Responsibilities, Practices. Transaction Publishers. Montana, P. J. & Charnov, B. H. 2000. Management. Barron's Educational Series. Schyns, B. & Meindle, J. R. 2005. Implicit Leadership Theories: Essays and Explorations. Information Age Publishing. Read More