Organisation BehaviourIntroduction One of the basic roles of tactical leaders in an organization is to develop and maintain organizational uniqueness that recompenses and promotes collective effort. Perhaps one of the most basic unique properties of an organization is organizational behaviour. Lawrence (1991, p. 6) claims that each organization subsists in an environment that establishes requisite behaviour that the organization must perform for it to survive. Each organization, with its requisite behaviour as the basis, develops behavioural traits that are exceptional to it and tend to carry on over time in definite patterns.
This report uses United States Fire and Rescue Service departments to elucidate further the various concepts of organizational behaviour. StatementUnited States Fire and Rescue ServiceIn the United States, fire and rescue services are well established as each state has a fire marshal office. Every state marshal office is assessed of its efficiency by factoring in issues such as code enforcement, fire investigation, review of plans, fire prevention inspections, fire data analysis and collection, fire service training and public fire edification. The United States’ Fire and Rescue Service has well structured state fire marshal organization patterns with different states falling under different fire and rescue departments.
These departments include: Department of Insurance, Department of Public Safety, State Emergency Department, Department of State, Fire Investigation-Justice-Attorney General, Department of Consumer and Industry Service, Justice-Attorney General, Department of Building Fire Safety, State Police, Department of Community Affairs, Governor’s Office, Secretary of State and Department of Housing and Community Development (Cote 2003, p. 12). Every department has fire and rescue training facilities, fire fighting equipment, protective clothing and equipment, emergency and fire prevention services and a personnel structure that is unique to the needs served by that particular department.
Organizational contextAn organization’s environment contributes significantly to its optimal performance. When an organization handles its environment in the right way, it is unlikely to get itself into problems with other issues. External environmental factors have deep relationships with internal organization factors. One of the main external environmental factors is economy; economy serves a very critical role in developing the political atmosphere and solidity of a country. According to Griffin and Moorhead (2009) the economic growth, stock levels, price rises, future prospects, exchange rates and other economic factors greatly determine the success of an organization.
Government is another external environmental factor whose impact on internal organizational factors cannot be ignored. The government is responsible for structuring a good or bad political climate and constancy of a country highly depends on it. Government is also responsible for policy formulation and hence defines various roles such as levying of taxes, imposing of tariffs and product restrictions. Law or the legal aspects of a country are also other external environmental factors that establish the labour laws, union laws, licensing and organization operations.
Technology is probably the most unpredictable external factor that affects an organization. Technology is imperative in order for an organization to excel in its operations as it establishes organizational efficiency, new products, expenditure and convenience of service delivery.