Essays on Warwickshire Fire and Rescue Service - Conflict, Power Games and Politics Case Study

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The paper “ Warwickshire Fire and Rescue Service  - Conflict, Power Games and Politics” is a brilliant example of a case study on management.   Organisations are facing change and revolution now more than any other time in the past. Faced with technological changes, global competitiveness, mergers and acquisitions and shifting demands from their customers as well as employees, organisations have had to increase their speed of decision-making in order to match the changes. This, in turn, means that the organisations are faced with more flexibility demands, which ensure that despite the fast pace of doing things, they remain effective.

Organisational behaviour is central to how well an organisation is able to change with the times. Work-related phenomena like job satisfaction, turnover, job commitment, and employee well-being are all associated with organisational behaviour. As such, the functions and structures put in place in a specific work environment affect behaviours of workgroups in addition to affecting the individual behaviours of employees therein. Case Study: Warwickshire Fire and Rescue Service (WFRS)WFRS is a department in the Warwickshire County Council. Its area of operations covers 197, 533 hectares and a population of 527,000 people.

The towns of Rugby, Warwick, Leamington, Stratford and Nuneaton fall under its jurisdiction. Compared to other areas in the UK, Warwickshire County is pretty sparsely populated meaning that the fire and rescue service is not as overwhelmed by work as other fire services in other parts of the country. In an independent review conducted by OnePoint in 2009, it was established that WFRS has been able to partner with other stakeholders in its areas of operation in order to provide the public with the necessary services.

Some of the cited cases included working with the youth to reduce intentional fires and working with the local authority in the reduction of arson cases on abandoned cars. The report, however, notes that the organisation does not engage much in fire preventative strategies, choosing instead to work on a reactionary strategy that means that it targets attending to emergencies.

References

Harris, J.O & Hartman, S.J. Organizational behaviour, 2nd edition, Routledge, New York, 2001.

Hiriyappa, B, Organizational Behaviour, New Age International, New Delhi, 2009.

Improvement & Development Agency for Local Government (I&DeA), Operational assessment: peer review, pp. 1-26.

Martin, J., Organisation behaviour and Management, 3rd edition, Cengage Learning EMEA: Andover, Hampshire, 2005

Miner, J. B. Organizational behavior: from theory to practice, ME Sharpe, New York, 2007

Morgan, T., Response to Warwickshire Fire & Rescue Service Consultation Document, 2009, retrieved 22 June 2010, http://www.rfuonline.co.uk/main/pdf%20files/Improvement%20Plan%20-%20RFU%20Response%20version%202.3.pdf

OnePlace, Warwickshire Fire and Rescue Authority: Organisational Assessment. 2009, retrieved 22 June 2010, http://www.warwickshire.gov.uk/Web/corporate/pages.nsf/Links/B33ED7DF6FC989668025756D003FF10C/$file/OrganisationalAssessment2009WarwickshireFireandRescueAuthority_Full.pdf.

Pomsuwan, S., Organisational Behaviour: theories and concepts, Bangkok University press: Tambon Klong Nung. 2007, p. 2.

Stroh, L.K, NorthCraft, G.B & Neale, M.A. Organisational Behaviour: A management challenge, 3rd edition, Routledge, New York, 2002.

Tosi, H., Mero, N & Rizzo, J. Managing Organizational behavior, 4th edition, Wiley-Blackwell, MA, 2000.

Warwickshire County Council, Warwickshire fire and Rescue Service: Business Plan 2009-12. 2009, retrieved 22 June 2010, http://www.warwickshire.gov.uk/Web/corporate/pages.nsf/Links/E64A49F4E3034DF380256E40002EC616/$file/F&R+Directorate+Plan.pdf.

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