Essays on A Broad Range of Responsibilities Including Basic Civil Protection Services Case Study

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The paper 'A Broad Range of Responsibilities Including Basic Civil Protection Services' is a wonderful example of a management case study. Dubai Police, Municipality, and Red Cross are three civil protection organizations that offer an interesting look at how organizations that respond to disaster are structured. These organisations have different management and organisational structures designed to streamline operations and achieve best results in emergencies and disasters. Each of these organisations has a broad range of responsibilities including basic civil protection services. One key difference between these organisations is that Dubai Police and Municipality are publicly sector organisations while Red Cross is an international NGO with operations spanning around the world.

It thus has a significantly different organisational structure than the other two organisations under discussion. According to Mullins (2005), “ The organization is a complex social system and is the sum of many interrelated variables. ” Even though Dubai Police, Municipality, and Red Cross are all civil protection organizations, they can be classified differently on the basis of distinct functions and services. According to the classifications of organizations distinguished by Webber, the Dubai Police, and municipality, and to some extent the Red Cross can be classified as bureaucratic organizations characterized by legal-rational authority following a code of rules in a time of crisis.

In such bureaucratic organizations, the position and offices are structured in a hierarchical system in which more authority is given to some than others. However, the authority is only associated with the position and not with the individual. The positions are given according to technical qualifications which often require the individual to acquire training for the position. Salaries and wages depend upon the position and are mostly included in the contract with the position (Mullins 2005). Another method of further classifying these organizations is by the purpose they serve.

For instance, Red Cross can be classified as voluntary organizations while Dubai Police and can be classified as a protective organization whilst, the municipality can be classified as a public service organization (Twemlow & Sacco 2003). Many organizations fit into more than one category. For instance, on the basis of who benefits from these organizations, they can all be classified as service organizations whereas, on the basis of their first-order functions, the municipality, Red Cross, and the Dubai Police can be classified as managerial or political organizations. Public sector organizations such as Dubai Police and municipality are financed through taxation and are accountable to the electorate.

These organizations have a political or welfare aim instead of making profits (Police Management Development Program 2008). Red Cross is a nongovernmental organization but still shares a welfare aim as a civil protection organization. Being service organizations, all three provide services that are likely to be wasted of not stored, and benefits from these services are likely to be associated with emotions rather than the generation of wealth.

All Red Cross, municipality, and Dubai police work activities are people-oriented and the measurement of performance is difficult as a specific criterion for measuring performance does not exist. The Municipality and the Dubai Police have a business culture characterized by specific roles. The co-ordination of functional areas and specialist areas is managed by a group of senior managers. Tasks are allocated on practicality to staff following procedures and rules. The staff acquires security and predictability through role cultures.

The formal aspects of the Dubai Police organization are purposely designed and crafter and concern the coordination of activities. In this culture, the tasks are specified and hierarchical structuring is specified objectives and the association between responsibility and authority is defined (Knutsson et al. 2008).

References

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LEONARD, V. A., & MORE, H. W. (2000). Police organization and management. New York, Foundation Press.

MULLINS, L. J. (2002). Management and organisational behaviour. Harlow, Financial Times Prentice Hall.

MULLINS, L. J. (2005). Management and organisational behaviour. Harlow, Prentice Hall/Financial Times.

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POLICE MANAGEMENT DEVELOPMENT PROGRAM. (2008). Business plan & future direction papers 7th July - 25 July. [Manly], Australian Institute of Police Management.

TWEMLOW, S. W., & SACCO, F. C. (2003). The Management of Power in Municipalities: Psychoanalytically Informed Negotiation. Negotiation Journal. 19, 369-388.

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