都柏林消防队战略计划 [2]
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论文字数:1992论文编号:org201511052142487061语种:英语 English地区:德国价格:免费论文
关键词:Dublin消防战略计划ERCC
摘要:本文旨在讲述都柏林消防队战略计划,战略计划对于任何组织都是十分重要的,没有它,组织将无法有效处理事务,因而制定一个战略计划很关键。
cies, higher levels of service and lower costs can be achieved by civilianising the workforce. Management believe that having a dedicated and trained civilianised workforce will deliver on these savings and competencies when compared with the more highly paid, essentially part time (performing fire-fighting and ambulance duties in rotation also), underutilised (not productive enough in down time) and over qualified fire-fighter/paramedics. These can be released to perform front line duties where they could be better utilised and are most needed at present due to lack of recruitment since 2008 and increased retirements up to Feb 2012.
潜在的工业行动-3.0 Potential for industrial Action.
3.1 Service Quality.
In 1988 the then Management of the DFB attempted to deliver on a strategic objective to which the unions had rightly viewed as adversely affecting the level and quality of service provided. During the last economic crises, in 1988, it reduced the numbers employed by introducing voluntary incentivised retirement this adversely affected on the service delivery. The unions objected, resulting in a strike lasting 42 days. They also view the current ERCC issue in terms of a diminution of service provided and are digging their heels in consequently. Conflict in relations is not necessarily a bad thing especially when Gunnigle et al. (2002, p. 311) attests that it can lead to 'positive changes in management practice'. DCC/DFB management need to take cognisance of this fact and act accordingly.
3.2
Leadership.
The strategic plan and its implementation are functions of senior management at this time. Middle management and supervisors working at the coalface have had little or no input into its formulation and therefore along with the workforce have no ownership of the process. McLoughlin and Wallis (2007, p.3) suggest that top-down policy leadership needs to be complemented by effective 'middle-out' organizational leadership and taking cognisance of bottom up opinion. Autocratic style leadership in this instance can only lead the organisation on a bruising journey which will only damage the good name and high regard it is held in by the general public (96% overall satisfaction rate in DFB customer satisfaction survey 2007)
创新和选择-4.0 Innovation and Selection.
4.1 Technology.
The fact that civilianisation can even be considered is down to developing technology, including information technology (IT). Fitzsimons (2013) maintains that technology push is the new knowledge created by technologists or scientists that pushes the innovation process. This process has effectively removed police, fire and ambulance service call takers from modern control centres worldwide with new and innovative solutions available to record and sort information and mobilise the correct appliance. This technology is installed in the ERCC currently but with one major omission, caller identification and location information automatically filling the call card but its implementation is now technically possible. The Management of the DFB will have to secure funding to implement this new information system (IS) to target this innovative IT to ensure civilianisation is a success. A strong business case will need to be provided by a technical expert to extract funding in this current economic mess. Wall (2012) suggests that it is not about
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