The paper “ Organization Behavior in Fire and Rescue Service Control Rooms in England” is a thoughtful example of the case study on human resources. The internal organizational structure of fire rescue service control rooms in England has been changing in response to changes in the external environment. The environment has been changing in many ways. The changes can be described as operational, technical, and political in nature. Most of these changes were triggered by the publication of the original control room report in April 2004. Today, the changes that affect the manner in which fire and rescue service is managed organized and delivered are greater today than at any other time in the past. In order for the fire and rescue service to continue offering the critical public service of saving lives and protecting property, many issues relating to internal organizational structures need to be addressed.
Internal organizational structures need to be changed in response to the new environmental challenges that are being faced. Contrary to the expectations that had been set in the original control room report, no significant progress has been made towards bringing about efficiency and economy in various fire and rescue service control rooms in England.
The implication here is that a national or regional approach to control rooms can never be reliant on decisions that are made at the organizational level. After the terrorist attacks of the September 11 2001, a new dimension was adopted in order to secure the preparedness and resilience of England in terms of fire and rescue service. The attack resulted in a complete overhaul of operational environment of the country’ s fire and rescue service.
Management and organizational strategies were changed in accordance with the new security challenges and threats. The changes in the internal organizational structures took the form of new approaches to working practices, new equipment, operational procedures and training. The new working practices required inter-work relationships between brigades as well as across all the emergency services that are offered on a national scale.
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Ewen, S. (2003). Central Government and the Modernization of the British Fire Service, 1900–38, Twentieth Century British History, Vol. 14, No. 4, 317-338.
Feather, M. (2009). How to further cultural change in East Sussex Fire and Rescue Service in order to capitalize on the positive benefits of diversity: Management Research Report, London: PAC-CIPD
Fitzgerald, I. (2005). The death of corporatism? Managing change in the fire service, Personnel Review, Vol. 34, No. 6, pp.648 – 662.
Office of the Deputy Prime Minister, The Future of Fire and Rescue Service Control Rooms in England and Wales, London: Mott Macdonald.