IntroductionManagement in any organization is the act of getting people together so as to accomplish some given goal or objective. There are several components within this function, which include staffing, leading, organizing, staffing, controlling and organizing (Brooks, 2006). Management in any given organization is done by the management team whose size depends on the size of the organization (Mullins, 2007). The stakeholders especially in profit making firms and organizations always look up to the management team for the firm’s activities to be profitable. This is so because the stakeholders expect to make profit from the organization’s activities.
In non-profit organizations on the other hand, the management is looked upon by the various donors to coordinate the resources well. Therefore, managers are a very important entity in any organization. This paper will focus on the roles and responsibilities of managers and also on the leadership skills they apply and the supportive theories. It will be based on the Lincolnshire fire and rescue service, which is located in East Midlands region in the United Kingdom. An outline of the case study undertakenLincolnshire Fire and Rescue Service (LFRS) was formed in 1974 and it serves Lincolnshire County (Mullins, 2007).
It mitigates and prevents emergencies, as is the mandate of any fire and rescue service in the above jurisdiction. It holds a capacity of 900 employees with only 200 being fulltime workers while the rest are part time (Brooks, 2006.). Either there are also others who volunteer in this organization. These are interns or people who work on charity as well as people from other organizations who are on exchange programs. The Lincolnshire County covers an area of 5,921 km and it has a population of approximately 750,000 people (Buckman, 2005).
LFRS has 38 stations with co-responder 20 stations (Lincolnshire Fire & Rescue, 2010). The county has been divided into four station support groups that support the requirements of the thirty-eight stations. LFRS senior management is made up of the Chief fire officer and three other assistants who all manage different departments (Brooks, 2006). They are meant to ensure that the community receives efficient and effective service through maximizing on the service mission statement.
The statement is to make Lincolnshire a safer place to live, work and visit. Organization development, Community Protection and Risk Management, the Resources, and Policy, Planning and Performance departments they head. Roles define organizational culture as shared values, the norms, and expectations that determine the way employees accomplish their responsibilities and relate with each other. Roles and responsibilities of managersManagers have the mandate of fulfilling the purpose of the institution (Buckman, 2005). This includes making sure that the mission of the organization is achieved. They have a social responsibility towards their employers. The management function comprises of several elements such as: 1.
Planning - This involves coming up with a clear goal of what needs to be done in the organization in the future. The future goals could be weekly goals, monthly half-early quarterly or even annual goals. Failing to plan is planning to fail (Cole, 2001). Planning is therefore viewed as a very core element of the management skills and is quite essential component of management. Planning in an organization ranges from human resource to the financial planning. Resources available in the organization have to be planned.
Planning is important so as to allocate the resources, which are always scarce, and thus they always need allocation. In Lincolnshire Fire and Rescue Services, planning function is done in the different departments by the various departmental heads (McKenna, 2000). Moreover, the planning process may take two forms, which are short-term strategies and long-term strategies. This means that the managers should utilise the short-term strategies to formulate long-term strategies that will illuminate the way for the organisation. Additionally, the manager understands that the requirements of projects changes with time, and thus they should be ready to embrace changes and introduce the changes in their plans.