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The impact of organizational structure on
The impact of organizational structure on
Formal and informal communication
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Communication in the Fire and Rescue Service Contents: Introduction Page 3 Formal and Informal Communication Page 4 Communication Problems Page 5 Specific Barriers to Effective Communication Page 6 Recommendations Page 7 - 8 Conclusion Page 9 Bibliography Page 10 References Page 11 Introduction. Communication is essential in education, training and everyday life. It's a means by which a thought is transferred from one person to another. Effective communication occurs when the intended meaning of the source and the perceived meaning of the receiver are virtually the same, Schemerhorn (2005). The Fire and Rescue Service employ a number of styles of communication to suit diverse audiences and for different purposes. The organization communicates with its members of staff differently depending on the circumstances and the message which is being conveyed. With such a large organization approximately 2200 members of staff effective communication is essential. Effective communication plays a vital role in the delivery of all Fire and Rescue Services. Formal communication is the backbone of the organization from the Regional Control Center were 999 calls are received and relayed to the firefighters on the ground, the Health and Safety Department, the Policy Unit, Human Resource Department or the Service Training School were students are trained. Informal communication between members of staff and managers takes place on a daily basis; this can take the form of conversations, email, social media, text messages and phone calls. Formal and Informal Communication within the Fire and Rescue Service Communication can be categorised into two forms tha... ... middle of paper ... ...rk: Morrow, 1985. References: HM Government (2008) Fire and Rescue Manual, Volume 2, Fire Service Operations, Incident Command, 3rd Ed. Chew, Mark. Discover Your Leadership Style. Singapore: Amour Pub., 2011. Print. General Colin Powell.Quote Okray, Randy, and Thomas Lubnau. Crew Resource Management for the Fire Service. Tulsa, OK: PennWell, 2004. Print. HM Government (2008) Fire and Rescue Manual, Volume 2, Fire Service Operations, Incident Command, 3rd Ed. Gagliano, Mike. Air Management for the Fire Service. Tulsa, OK: PennWell, 2008. Print. Chew, Mark. Discover Your Leadership Style. Singapore: Amour Pub., 2011. Print. Schermerhorn, John R. Management. New York: J. Wiley, 2005. Print. General Colin Powell. (2008). A Leadership Primer. Available: http://www.think-energy.net/Colin-Powell-on-Leadership.pdf. Last accessed 22nd March 2014.
At 2215 hrs, on November 28, 1942, Fire Alarm Headquarters from Box 1514, situated at Stuart and Carver streets, received an alarm. When the responding apparatus arrived they found a small car fire at the corner of Stuart Street and Broadway. After the fire was extinguished the firefighters were about to return to quarters when their attention was called to smoke emanating from the Cocoanut Grove Nightclub a few doors away. Upon their arrival at the entrance of the Broadway lounge on Broadway they encountered numerous people leaving the premises admidst the cries of “fire”. The chief in charge immediately ordered that a third alarm be sounded from Alarm Box 1521 which the alarm was received by fire alarm headquarters at 2223 hrs. A civilian sent an alarm that was received at 2220 by fire alarm headquarters. As soon as the chief in charge realized that the immediate problem was one of rescue he ordered that a fourth alarm (received at 2224) and a fifth alarm (received at 1102) be sent. The apparatus responding was comprised of 25 engine companies, 5 ladder companies, 1 water tower company, 1 rescue company and various other apparatus. 18 hose steams for cooling purposes and three ladders were utilized (located at Piedmont, Broadway, and Shawmut for venting operations).
Brannigan, Francis L, and Glenn P. Corbett. Brannigan's Building Construction for the Fire Service. Sudbury, MA: National Fire Protection Association, 2007. Print.
NFPA. "Fire Investigator." In Principles and Practice to NFPA 921 and 1033, 16-19. Jones and Bartlett Learning, 2012.
----------- International Public Management Association. “IPMA-HR Assessment Services” 2003. National Fire Protection Association. NFPA 1582- Standard on Comprehensive Occupational Medical Program for Fire Departments.
# Coleman, Ronny J., et al.Fighter's Handbook: Essentials of Firefighting and Emergency Response. Delmar/Thompson Learning, Stamford, CT, 2000.
An effective mission statement at a fire department can be incredibly influential on the morale of the personnel—which as a result, can dramatically improve the performance of personnel when put into practice. Furthermore, because of the importance of a fire department’s mission statement, there should be a considerable amount of thought put into the drafting of one; and one of the most vital parts of an effective mission statement is to make sure that it can be put into practice. With that being said, the mission statement at my fire department is “One Team, One Group, One Fight”.
The most pressing issue facing Detroit, in regard to fire, is the steady amount of burning vacant or delipidated buildings, and second to that is the high rate of home fires. For the purposes of this project, the capabilities of
For centuries, the men and women of the fire service have been pioneering new ways to “do more with less”. When faced with a predicament, these individuals use the resources available to them to find a suitable resolution. How will this be possible if those resources are not available?
Varone, J. C. (2012). Legal considerations for fire & emergency services (2nd ed.). Clifton Park, NY: Delmar.
Sargent, C. (2006). From buddy to boss: effective fire service leadership (p. 153). Tulsa, OK: Penwell Corp.
The first category is Fire Behavior. Firefighters need to have knowledge of fire behavior and pay attention to the morning or evening briefings to know what the current weather forecast and conditions are and how it will influence fire behavior. Hence the first fire order: “Keep informed on fire weather conditions and forecasts.” The second fire order of fire behavior is “Know what your fire is doing at all times.” Firefighter are taught situational awareness or to keep their head on a swivel, to watch what the fire is doing during containment operations. At times, firefighters cannot see the fire due to smoke or topography blocking their sight. This is when a “Lookout” will be placed in an area of advantage where he/she will be able to see the fire and the crew, to keep the crew informed of what the fire is doing at all times. When the first two orders are in place, the third fire order, “Base all actions on current and expected behavior of the fire” comes into play. The crew supervisor will make decisions based on spot weather forecast or conduct a weather test with his belt weather kit and by information that is transferred to him/her from the Lookout (Fire
Team communication is vital in many aspects of our professions. It is human nature to coexist with others in various roles: be it in the military, emergency medicine, football, or even school. The American Heritage Dictionary (n.d.) defines communication as the exchange of thoughts, messages, or information, as by speech, signals, writing, or behavior.
The job now is becoming a little safer to do because of new advances in computers in the firefighting field. Three important ways computers have contributed is in the ways firemen can refine their own personal knowledge of the job, personal protective equipment (PPE), and one of the tools invented to locate people. The topic of computer advancement, is of a field that is one of the most critical services given to people. Why do you need to be a member? It is one of the most demanding jobs because of what the fireman actually does.
Effective communication in its various forms is the substratum of crisis management. Internal and external communication is essential during times of crisis if a successful outcome is to prevail. In a crisis, people’s lives are often at risk, these are lives that can be lost or protected; however, their fate lies in the hands of information. A breakdown in communication during times of crisis will interfere in dispensing pertinent and time sensitive information to the target audience, thus placing them at a gross disadvantage in protecting their health. During a crisis, it can be extremely costly to falter in delivering accurate, detailed, and informative information.
firefighters in action with a few conflicts that they would resolve, someone may die or get hurt