Management Coursework Paper on UK Fire and Rescue Service

UK Fire and Rescue Service

  1. Chain of command is the order of vested authority and responsibility by which the business and operations of a fire department should be conducted (Fire and Rescue service 233). It plays the role of enabling information to flow in an orderly manner from the volunteer to the Fire Chief and to all the steps between (Fire and Rescue service 233). It shows protocol structure and who should assume command when more than one team is present and how exactly the handover should take place (Fire Rescue service 233).
  2. Operational firefighting is the outfield services provided by the fire station in case of fire and other emergencies like accidents, while managerial firefighting are the operations carried out within the fire station that will make the station ready in case of any emergency that needs to be responded to (Simpson, Thomas et al. 91).

The operational firefighting is responsible for inspecting premises that require fire certificates like industries and elimination of fire hazards where it could spread. It also deals with taking victims who are trapped in vehicles that have had accidents out of the trap; they are trained for this with specific equipment and guidelines to avoid hurting the victim. Operational firefighting also deals with other issues like rescuing people from floods, extinguishing fire in case of break outs and also saving trapped animals. Generally, the operational firefighting mainly deals with the response and activities the firefighters engage in at the scene of occurrence.

      Managerial firefighting is actually the operations inside the fire station that will enable for readiness and maximum efficiency in case of an emergency. The activities of managerial firefighting are planning, organizing, staffing, coordinating and budgeting in a fire station. This enables systematic and structured functions that will make the fire fighters ready in case of an emergency. The planning, organizing and coordinating specifies duties to all officers in the station to avoid any confusion since even the slightest confusion can lead to a catastrophe. In essence, the managerial firefighting is mainly the inside preparations and functions.

  • Structure diagrams showing
  • Chain of command and organizational structure in a large FRS between hours of 06.00 and 23.59.
  • A diagram showing how a regional FRS ICT voice and data communication system should work.

The volunteer on standby is the one that monitors the phones and computers. In case of an emergency the fire station will be called and he will pick the calls receive the information. He will communicate the received information immediately to the incident commander who in turn alerts the operations chief. The operations chief is in charge of commanding either the fire services unit, law enforcement unit or emergency medical unit depending on the nature of emergency that has been received. The units are now expected to rush to the site of emergency and deal with the situation.

  • The regional Fire and Rescue services should organize procurement of its ICT locally. The various reasons why the process should be done locally are:
  • It reduces the burden of top executives in dealing with a lot of work in arranging and overseeing the procurement. Instead they will focus on much more important things like making the fire and rescue services better and efficient (Dinans, William et al. 314).
  • Decentralization of procurement comes with quick and better decision making. This is because when the ICT items are purchased locally then what will be purchased is what the station needs and will be effective in the station. Since one station is small then there will be no wastage of time in contemplating what to purchase. This enhances better running.
  • It leads to development of executives. When the local officers are charged with the procurement services then this gives them the platform to learn how to make decisions, budget with the available money and also organization of things. This will be beneficial for the FRS.
  • It enables effective supervision and control of the products that have been procured. Since they are made locally by a station then the station manager has an easy task in checking how they are procured since they are not in large numbers.
  • Localizing of the procurement allows for purchase of items truly needed by the station. This will minimize the wastage of funds and money that if it were in central purchase would be wasted because all stations have various needs and they are not the same needs (Dinans et al. 315).

Work Cited

Dinans, William et al. “Policy responses to crisis: the case of the UK firefighters’ dispute.” Policy & Politics 34.2 (2006): 307-323.

Simpson, Thomas et al. “Fire and rescue service community safety initiatives: measuring impact.” Safer communities 13.2 (2014): 88-100.

The Fire and Rescue Service: Oral and Written Evidence. London: Stationery Office, 2006. Print.