The paper "Organizational Behavior of Fire and Rescue Services Organization " is an outstanding example of a management case study. Organizational behavior is the study and application of knowledge about how people and groups of individuals act in organizations without interrupting people organization relationships in terms of whole person whole group or whole organization (Schein 1968). A case study was conducted on a fire and rescue services organization to assess the way groups and also individuals act in the organization with a purpose of creating better relationships through the achievement of human objectives organizational objectives and also social objectives. EXTERNAL ENVIRONMENT The study was to determine how various external environmental factors like economy, government, legal issues and technology affect the organizational behaviour of individuals in an organization and also the organization at large.
These factors do have adverse effects on the internal factors like employees, distributors, labour supply etc. Level of technology determines the level of industrial productivity, new products services, cost and accessibility of services. (Schein 1968) From the top, the individuals in the station include the fire chief who establishes the vision and sets goals and objectives of the organization.
He plans organizes and directs activities of at the fire and rescue services organization. Fire captains manage organizations of the fire station and commands and evaluate activities of the firefighters. Lieutenants manage supervises 10-15 volunteer firefighters. They respond to alarms fires and medical alarms. Firefighters who are the backbone of the organization and they rescue incidents medical and hazardous medical emergencies. (NFPA) In organizational behavior there are four major models which include the autocratic, custodial, supportive and collegial models respectively. The autocratic model entails that employees have a duty and orientation to obey the manager and have total dependence on the boss.
The managerial orientation of authority is the basis of this model (Schein 1968) Custodial model is based on economic orientation with a managerial orientation of money. Employee’ s orientation is on benefits and security thus their dependence on the organization. Supportive model is based on the basis of managerial orientation and support thus employees are oriented towards job performance and participation. Collegial model is a partnership with a managerial orientation (Schein 1968) this in turn orients employees towards self-discipline and also responsible behavior. INDIVIDUALS Organizational development which is the application of behavioral science knowledge at various levels such as individuals, groups and intergroup organization to bring about planned change.
(Newstrom, Davis, 1993)It aims for improved and higher standards in the field of productivity, work-life, productivity, adaptability and effectiveness. This is accomplished through implementing new attitudes, values, strategies procedures and structures that will help organizations adapt competitive actions and technological advancements. The individual in the fire and rescue service organization learning strategy was experiential learning. Here the learner's experiences in the training environment are to be theoretical and not all lecture.
Mc Gregor's theory Y dwells on humanistic values and positive values about the employees potential. This will help in the motivation of employees at either individual level or in their respective groups. Job enrichment which is a great motivator. There are a variety of ways to improve job enrichment; skill variety, task identity, task significance, autonomy and feedback. (Hackman and Oldham, 1975)Skill variety is where the employees perform various tasks requiring different skills but they are of the same set. Task identity performance of a specific task and it gives a sense of responsibility.
Task significance is the change that work has on other employees and autonomy is the discretion of employees and control over related decisions.