Essays on Managing Change in the Fire Services Coursework

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The paper "Managing Change in the Fire Services" is an outstanding example of management coursework.   Change management in the fire services can be problematic due to the role played by tradition. In the fire service, tradition is deep-rooted in their culture (Mill 2006, p. 1). Effective change management is recommended to validate and quantify organizational deficiencies. Management of change refers to a continuous process of renewing a firm`s structure, direction, and abilities to serve the ever-evolving needs of its internal and external stakeholders (Moran & Brightman (2001, p. 111). In order for any business to thrive in the present competitive and ever-changing business world, change management is a crucial tool.

In this 21st century, change is an element of a firm`s life, both at the strategic and operational levels. In reality, change is essential in any firm since it helps in ascertaining where it needs to be in the future and how to manage the necessary changes to achieve the needed success. As a result, change cannot be separated from organization strategy (Todnem 2005, p. 369). On the other hand, change management is not a new concept in fire services.

Nevertheless, the absence of an endemic and generic change framework for guiding and managing change in fire services has made change processes in the sector futile (Barnard & Stoll 2010, p. 2). It is, therefore, vital for the fire service to pursue the best approaches so that the process is implemented effectively and efficiently. In order to assist managers and leaders of fire services to mesh new ideas with the existing ones, this paper explores ways in which the framework for management, leadership, and change can direct organizational change.

In addition, it will evaluate the potential hurdles that can hinder the fire services organizations from achieving that objective. Framework for Management, Leadership, and Change In the fire service, a relationship exists between outdated leadership styles, damaging organization practices, and culture. The current leaders and their autocratic leadership styles are a product of an embedded culture where value expectations and visions are not shared.

References

Barnard, M & Stoll, N n.d., ‘Organisational Change Management: A rapid literature review,’ Centre for Understanding Behaviour Change, pp.1-11.

Cox, AT 2012, ‘The significance of fire service culture as an impediment to effective leadership in the homeland security environment,’ Naval Postgraduate School Monterey, California, pp. 1-155.

Mills, S 2006, Managing change - fire engineering [Online] Available at: [Accessed 24 April 2015]

Moran, JW & Brightman, BK 2001, ‘Leading organizational change’, Career Development International, vol. 6, no.2, pp.111–118

Plante, L 2012, Change management, entrepreneurship, leadership,’ Technology innovation management Review, pp.1-10.

Todnem, R 2005, ‘Organizational change management: A critical review,’ Journal of Change Management, pp.1-10.

Voet, J, Groeneveld, S & Kuippers, B 2013, ‘Implementing change in public organizations:The relationship between leadership and effective commitment to change in a public sector context,’ Department of Public Administration Erasmus University Rotterdam, pp.1-40.

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