Person Job Fit Versus Person Organization Fit

Person Job Fit Versus Person Organization Fit This report reviews the recent developments of the research on Person-Organization fit (P-O) and Person-Job fit (P-J). These are the two most extensively studied fits in context of employee selection. In this report the concepts of P-O P-J have been discussed reaching a conclusion that P-J fit is considered important during the earlier stages (screening stage) of selection whereas P-O fit is a necessity in later stages (interviews etc) of selection process of an employee. INTRODUCTION The theory of Person-Environment (PE) assumes that positive responses occur when individuals tend to fit or match the environment. For example, When a good fit exists in between person environment, PE fit theories of vocational choice propose occurrence of high satisfaction, mental physical well-being when there is good fit (Dawis Lofquist, 1984; Holland, 1997). Extensive research supports the proposition that individuals are satisfied with and adjust most easily to jobs that are congruent with their own career-relevant personality types. PE-fit is conceptualized as a general term, under which fall more specific notions of fit. In the recruitment and selection domain, two common forms of fit identified are Person-Job Fit This is a match between an individual requirements of a specific job. Companies often pursue that person-job fit so as to match the applicants knowledge and skills to the requirements of specific job openings and focus on an applicants ability to perform right away without any training. Person-Organization Fit This is match between an individual broader organizational attributes. Companies while pursuing P-O fit focus on how well individuals fit with values of their company culture. They tend to emphasis on hiring people with an ability to work co-operate with other employees in the company. Person-Job fit Conceptualization The concept of person-job fit is the traditional foundation for employee selection (Werbel Gilliland, 1999). The primary concern was limited to finding applicants with the right skills abilities for a available job in the organization. PJ fit is conceptualized as the match between individual knowledge, skills, and abilities (KSA) and demands of the job or the needs/desires of an individual and what is provided by the job (Edwards, 1991; OReilly, Chatman, Caldwell, 1991). Based on realistic job previews, accurate and realistic job information enables applicants to assess the degree of congruence between their KSA and the job requirements (i.e. PJ fit; Breaugh, 1992; Breaugh Starke, 2000). Applicants who perceive a fit between their KSA and the job requirements are probable to remain in the selection process and accept a job offer. RJP research has shown that accurate and realistic job information during recruitment and selection is associated with positive work outcomes (e.g. low attrition from recruitment process, high job satisfaction, low voluntary turnover, high work performance). From its very simple inception evolving out of scientific management , the P-J Fit determination process increasingly gained sophistication with identification of both statistically reliable valid processes that can be used to measure P-J fit. Operationalizations of P-J Fit The operational aspect of P-J Fit focuses on needs-supplies and demand-abilities perspective (Edwards, 1991). Therefore, P-J fit can be defined as the fit between desires of a person vs attributes of a job OR abilities of a person vs demands of a job. This needs-supplies and demand-abilities fit are extended conceptualizations of complementary fit. Supplementary fit does not apply to P-J fit as it is concerned to the person only not the job. In employee selection practices, strategies used to assess P-J fit include tests, reference checks, resumes a variety of other selection tools (Werbel Gulliland, 1999). Outcomes of P-J Fit Employee selection process in most organization has traditionally focused on achieving P-J Fit (Werbel Gulliland, 1999). Another contributor establishing P-J fit is job design strategy backed by organization entry (Brosseau, 1984). Considerable evidences show that a high level of P-J fit has positive outcomes. P-J fit literature by Edwards (1991) identified low stress in job, attendance, retention, performance and job satisfaction are outcomes positively affected by P-J fit. Researchers demonstrated that structured validated procedures for determining P-J fit have led to more effective selection of employees when compared to unstructured techniques Person-Organisation Fit Conceptualization P-O fit can be defined as compatibility between people organizations (Kristof, 1996). With regards to employee selection research, P-O fit can be conceptualized as the match between an applicant boarder organizational attributes. The key to maintain the flexible committed work force, which is necessary in a competitive and tight labor market, is P-O fit. The P-O fit research can be traced back to Schneiders (1987) ASA framework (Attraction-Selection-Attrition). As per Schneider, persons are always on the look out for situations attractive to them rather than fit any assigned situation. Schneider argued that an organization can be considered as a situation, which implies that people can be attracted to it, be selected to be a part of it, remain if they have good P-O fit or leave the organization incase there is no good fit. Operationalizations OF P-O fit There has been an ongoing debate regarding the operationalizations of the P-O construct. Kristof (1996) review of P-O fit literature identified four operationalizations of P-O fit. Measuring the similarity between basic characteristics of people and organizations. The way to measure this to check the congruence between individual organizational values Goal congruence with organizational leaders Match between individual preferences or needs organizational structures and systems. This operationalization of P-O fit reflect the need-supplies fit curve. Match between individual characteristics of individual personality organizational climate or organizational personality. Organizational Climate is often operationalized in terms of supplies such as rewards systems or communication formats. This point takes into account both the supplementary need-supplies fit perspectives. Outcomes Of PO Fit According to Schneiders ASA framework, the attraction between persons organizations are based on their similarity. This affect the job choice approach of a applicant hiring decisions in organizations. Empirical evidence supports the fact that both applicant job-choice behavior organizations hiring practices are antecedents of P-O Fit. From the entry point, individuals organization socializations practice contributes to P-O fit. Empirical evidences support fact (Chatman, 1991) High level of this fit can be related to positive outcomes. P-O fit can be tied to job satisfaction organization commitment This fit could predict intention of quit turnover (Chatman, 1991 ; OReilly et al., 1991) and was also related to citizenship behaviours (OReilly Chatman, 1986), contextual performance and self reported teamwork. High level of P-O fit may have positive or negative organizational level outcomes (Schneider, 1987). Relationship between P-O fit P-J Fit P-O fit P-J fit are distinct constructs conceptually. Many researchers have reported have reported low correlations between actual PO Fit an P-J fit (OReilly et al., 1991 ; Higgins, 2000) and perceived P-O fit P-J fit(Kristof-Brown, 2001). Factor analysis proved that the job applicants and recruiters could identify or distinguish P-O P-J fit ( Kristof-Brown, 2000). Kristof Brown (2000) came to a conclusion recruiters perceived P-O P-J were different in terms of antecedents they offered unique prediction of employers hiring recommendations. Lauver Kristof -Brown (2001) found that employees P-O fit could predict his intention to quit performance than the P-J fit. Both these fits directly affected new employees outpu including stress, job satisfaction turnover. P-J had the most impact on work attitudes followed by P-O fit. - P-O fit P-J In Employee Selection Employee selection can divided into two different approaches : prescriptive descriptive. The prescriptive type of approach aim at points what managers should do in getting the right candidate. This approach usually focuses on the criteria-related valuation of the main concept as the predictor domain. The descriptive approach concentrates on the part what managers actually do in their selection procedures. They describe how the focal concept works out in the actual process. Prescriptive Descriptive approaches for P-O P-J fit in selection process can be summarized as follows. Prescriptive Approach In Selection Traditionally, the selection process was bend on achieving P-J fit (e.g American organizations). Both practitioners researchers suggested that P-J fit is becoming less important when compared to others fits. The challenges they faced from P-J fit were the extended criterion domain predictor factor (Werbel Gilliland, 1999). Borman Motwildo (1993) were of the opinion that selection of a candidate should be associated with organization effectiveness. Distinguishing task contextual performance should be done. Researchers identified many similar concepts with regards to contextual performance such as pro-social behavior, extra role behavior organizational citizenship behavior. Based on these findings, they suggested decisions on hiring needs to go beyond P-J fit, taking into consideration the expanded criterion domain. The arguments for expanded criterion domain can be summarized as follows. First the Employers should be aware that the hired employees will hold multiple tasks over the period of his employment. This leads to disagreement with the fact of an employee doing a specific job as mention in P-J fit. Second point to which they stressed was in selection of an applicant by a manager should be based on applicants compliance with values vision of the organization. Third, P-J fit has some ideas of jobs themselves. In an expanded criterion domain, teamwork flexibility should be taken into consideration while selecting a employee. With these limitations in P-J fit for employee selection, most practitioner researchers suggest use of P-O Fit in selection of an employee. As high levels of P-J P-O fit leads to positive outcomes such as job satisfaction, performance organizational commitment, both P-J P-O should be included in the selection process. Using P-J fit in the initial selection process using P-O Fit in the latter or final stages of selection of an employee would be ideal. Descriptive Approach on Fit in Selection These days despite the extensive focus on P-J fit for a selection process, many researchers argue that key elements of P-O fit has been included (Chatman, 1989). One the most used selection method for assessing an applicant is Interviewing. Managers are very keen on conducting them as they feel it to be the best way of selecting candidates who appear to fit to the organization. Prior to interviews, applicants are selected for interview with P-J fit evaluations. During the interview, managers usually focus the applicants P-O fit. Based on theories , researchers always emphasis that P-O fit plays a major role at later stages of employment selection than in the earlier stages (Kristof-Brown, 2000 ). Though the argument is reasonable, we are not sure about the later stages of selection process in a organization. Possibility of weighing P-J fit more than P-O fit by managers should be also taken into consideration. CONCLUSION To conclude, as high levels of P-J P-O fit leads to positive outcomes such as job satisfaction, performance organizational commitment, both P-J fit P-O fit elements should be included in the selection process of an employee. Considering P-J fit during the earlier or initial stages of selection measuring the P-O fit during the later stages of selection process of an employee would be ideal.

Ethical Argument Cover Letter Essay

This is my submission for the Ethical Argument writing assignment. I was asked to choose a topic to write and I chose to write about the Ethical Arguments against Abortion. Initially, I had many choices but I landed on this mainly because this is a broad topic as it covers science, religion, and human rights. Since this is a broad topic, it was also difficult to choose which part of abortion is suitable for this argument and which part of abortion I can write without injecting my personal views and opinion. Thus, I decided to write to focus on why abortion is acceptable for the case of life endangerment and why it can’t be accepted in rape cases. The purpose of this essay is to show arguments about the legalization of abortion with regards to life endangerment against rape case. Perhaps, the most difficult part of writing this paper is to weigh objectively the stand of abortion in the two cases given in this essay. However, the parallel or example I gave helped me arrive to the argument I presented. I hope that this writing will meet your requirements and I would be glad to receive some feedbacks from you. Respectfully Yours, Student’s Name Student’s Name Professor’s Name Subject 29 April 2009 Ethical Arguments against Abortion For years, we have heard a lot of arguments against abortion; arguments as to why or why not abortion should be legalized. It seems to be a never-ending debate especially when taken from a pro-life perspective. Arguments against abortion often range from objections based on the USA’s constitution protection of the rights to human life to biblical belief that human life starts at conception. However, more arguments and objections arise when a law justifying abortion for mothers whose lives are endangered because of pregnancy has been approved, whereas others are questioning that if this is permissible, why can’t rape cases be? This essay offers arguments and responses as to why it is morally illegitimate to have abortion in the event of rape, while it is fairly acceptable to commit abortion when the mother’s life is endangered. Let’s look at the rape issue first. One of the fundamental beliefs of person’s rights regarding any system concerning the use of disciplinary force is that is to be applied only against those individuals responsible for the initiation of force. In this situation, the guilty party is the rapist and not the fetus. Moreover, in this case, the law might legally grant its authority to terminate the rapist, since rape is considered as an abominable crime, but not the child, even if the child’s dependence on his mother was the result of the rape. Let me give you a parallel. Imagine that there are two mutually unfriendly people living in the same building during the bombing raids of Hitler in 1940. A bomb is thrown into the building and this causes all possible exits to collapse while destroying all the walls that separate the neighbors. In effect, they are forced to share the same space and work with each other in the hopes to channel themselves out despite a mutual dislike. Does the given scenario justify one of the two unfriendly neighbors killing the other because of the inconvenience caused by the other, even though none of them had really caused it, or wouldn’t it be proper to demand justice from the Nazi air marshal who had originally commanded the bombing raids? Although the bombing and rape are two immensely unlikely scenarios, both are possible and the possible circumstances here are parallel to that of a pregnancy caused by rape. Going to the mother’s life endangerment issue, no individual is really obliged to his or her own life to save another person’s life. Therefore, when it can be proved medically that the mother’s life is in fact significantly endangered by a pregnancy, then, an abortion may be undertaken as a final resort and an only situation where it is possible to support legal abortion and to remain loyal to the individual rights’ principle; however, it is not an ordinary situation. Rather, it is considered an emergency, or a sort of situation as addressed in â€Å"The Ethics of Emergencies† written by Ayn Rand as part of her essay collection â€Å"The Virtue of Selfishness†. An emergency is an unchosen, unexpected event, limited in time that creates conditions under which human survival is impossible – such as a flood, an earthquake, a fire, a shipwreck. It is only in emergency situations that one should volunteer to help strangers. For instance, a man who values human life and is caught in a shipwreck, should help to save his fellow passengers (though not at the expense of his own life). But this does not mean that after they all reach shore, he should devote his efforts to saving them from poverty, ignorance, neurosis or whatever other troubles they might have. Nor should he spend his life sailing the seven seas in search of shipwreck victims to save. (The Virtue of Selfishness) From this definition alone, the situation of a mother whose life is endangered because of pregnancy is considered as an emergency as long as the mother has no idea that her pregnancy would put her life into danger. However, if from the start, the mother already knew about her medical condition that pregnancy will do her no good, it must be her responsibility to avoid becoming pregnant and must do her best to protect her health. Should she decide to face the risk, aborting the baby must not be done. In addition, Rand writes in her essay that emergencies are always exempted from the rule. They are not the normal state of ethical human relations or of human existence. To say that such extreme action may be allowed in emergencies is simply not to extend the acceptability or tolerability to the realm of human existence as dealt with by the basics or fundamentals of ethics. So, just because abortion may be justified as a final resort in some unexpected circumstances, this does not mean that the general legalization of abortion may be justified, especially with the fact that most cases of abortion occur because a woman has gone through indiscriminate sexual relations and has never wished to bring upon herself the objective consequences of such actions which are the pregnancy and the responsibility and obligation of bringing up a child. Work Cited Rands, Ayn. â€Å"The Virtue of Selfishness† 28 December 2008. Glyn Hughes’ Squashed Philosophers. 29 April 2009. Annotated Bibliography Rands, Ayn. â€Å"The Virtue of Selfishness† 28 December 2008. Glyn Hughes’ Squashed Philosophers. 29 April 2009. Rand’s essay collection â€Å"The Virtue of Selfishness† offers the basic or fundamental social principle of Objectivist ethics that life is simply an end itself, which simply means that every human being is an end himself. This also explains that man must live only for his own self and neither to sacrifice himself for others, nor having others to sacrifice themselves for him. The chapters in this essay collection could be easily included in the ethical argument writing especially when the topic is about sacrificing oneself or sacrificing others for the benefit of the other just like the topic in this argument.

Fire Management Essay

I. INTRODUCTION: In the early decades of the 20th century, The Philippine government adopted a policy of aggressive fire suppression. Professional firefighters were trained to detect and fight fires, and fire stations were built in strategic areas throughout our country. The aim of fire suppression is, first, to stop or slow down the rate of a fire’s spread, and secondly, to put it out. There are three components to any fire — fuel, temperature, and oxygen — which have become known as the fire triangle. To suppress a fire, firefighters must break this triangle, by removing the combustible materials, by reducing its temperature, or by smothering it so that it has no oxygen. Suppressing fires became considerably more effective after World War II and when new fire trucks, helicopters, smokejumpers, fire retardant clothes and new fire fighting strategies were introduced into the fight against fires. It seemed as if the raging infernos that had destroyed property and terrorized people would become the gigantic disasters of the past, limited to small outbreaks that could be quickly brought under control. It has been observed that when people hear fire or smoke alarms, their first response is typically to try to find the reason for the alarm rather than immediately escaping or reporting a fire. In some situations, no one is present to hear an alarm or if they do hear it, they may choose to ignore it entirely. If they realize it is a fire, they may try to fight it themselves, warn or assist others, or collect belongings The type of building in which a fire alarm activates is a key factor in the way people respond. Typically, an alarm in a home leads to a very fast response by occupants while response to an alarm in public assembly occupancy could be expected to be slow. This suggests that source of call measures stratified by occupancy type would be informative in examining total response time measures. Fire spread may also be affected by fire notification and dispatch. The more time it takes to notify the fire department, the more time fire has to spread. However, monitoring services may be more likely than individuals to report confined fires, since individuals are likely to put these minor fires out themselves. To identify this, the source of the call would have to be examined along with fire spread. Compared to all buildings, a building with an alarm monitoring system may be more likely to be equipped with an automatic fire detection and/or suppression system, which would increase the likelihood that a fire would be detected early or contained to the room of origin. The measure might be further strengthened by examining the percentage of calls made by either individuals or alarm monitoring services by presence or absence of automatic suppression systems. In the National Capital Region with a population of 11.86 Million, it is where most of the biggest and disastrous fire transpired thus, effective and efficient firefighting is very essential. Unfortunately, the BFP firefighters were lack in proper personal protective equipments and modern firefighting equipments which is very significant in carrying out their mandated tasks. II. RELATED ISSUES AND CONCERNS: There are several studies, some of which date back to the 1970’s, that highlight important performance measures for fire departments to consider when evaluating workload, performance, efficiency, and effectiveness. There have been some key changes in fire codes since the 1970’s. This can have an impact on measures of fire department performance. Fire detection and suppression equipment is now required in most new construction. For the fire service, the desired fire protection outcomes – which are not easily measured – include fires prevented or suppressed, and ultimately the human life and property preserved. You cannot measure a program without first clearly identifying the goals and purpose of that program, in other words the intended outcome. Goal statements are qualitative statements that typically generalize the intended outcome of a program in words rather than numbers. This is the first step to evaluating performance. Once intended goals are establi shed, the department must identify the functions or actions that are taken in order to achieve said goal. They must also consider available resources – whether monetary, equipment, or person-hours. Why measure performance? Robert Behn points out, â€Å"neither the act of measuring performance nor the resulting data accomplishes anything itself; only when someone uses these measures in some way do they accomplish something.† Performance measures are the quantitative or numerical representation of activities and resources that help evaluate whether the goal is met. The easiest and best way of applying quantitative performance measures to qualitative goal statements is to specifically identify target rates or percentages for each goal. For example, one qualitative goal statement for the fire department might be to â€Å"control fire spread upon arrival.† The department could use the measure: percentage of fires that did not spread beyond the area of origin after arrival of the fire department. When talking to public administrators and town officials, saying 88% of fires did not spread beyond the area of origin after fire department arrival doesn’t really mean much without an identified target goal. Of course, ideally everyone wants 100% of fires confined to the area of origin, but it is not always the case. Realistic target goals should be set. Communities aren’t static; they grow and change over time. Population size and characteristics can change. Building types and construction materials can change. A change in department policy (i.e., personnel levels, inspection frequency) can affect performance. The fire department should take all of these issues into consideration and compare its own community’s characteristics and department policy over time. According to The Rand Fire Project, any public service must be measured by its effectiveness, efficiency, and equity. Effectiveness is concerned with the basic reason for providing the service. Measures of effectiveness determine how well a service does what it is supposed to do. To determine effectiveness, it’s important to look beyond immediate output and determine the associated consequences of that output. Efficiency is concerned with how well resources are used in providing the service. Efficiency measures are an economic criterion, most often associated with money. Equity is concerned with the relationship between those who pay and those who benefit. Equity measures look at the fairness in levels of service provided and citizen expectation (Chaiken and Ignall). III. POLICY ISSUES: The Manila Fire District (MFD) reaffirms five broad goals: 1. Improve Fire/Emergency Response Operations 2.1 Enhance the Department’s preparedness to respond to fires, emergencies, disasters and acts of terrorism. The Department’s highest priority continues to be to enhance its operational capacity to respond to fires, pre-hospital care emergencies, building collapses and hazardous materials incidents, as well as natural disasters, terrorist acts and other emergencies. 2.2 Fire Management Program 2.3.1 Pre-Suppression 2.3.2.1 Training: All personnel shall receive training in first aid, fireline safety, fire behavior and techniques and methods of fire suppression. This shall include periodic hands-on training with hand tools and equipment, as well as crew and fireline organization. Supervisors and fire management personnel need special training in fire control tactics to insure their competence when directing fire suppression operations. 2.3.2.2 Pre-attack planning is required at Administrative Staff and Branch levels for the gathering, coordinating and recording of intelligence, as well as the construction of certain fire control facilities, to insure the rapid and efficient suppression of fire on any given area. Pre-attack planning will include: (a) Assess and map existing facilities, firelines and access route, which are judged to be important to the successful control of fires. (b) Identify and propose additional facilities, firelines, and other aids to fire control, including maintenance required. (c) An estimate of personnel, equipment, and other factors needed including other agency cooperators that will provide for safe and efficient fire control. (d) Identify natural and physical resources of special importance. (e) Construct and maintain new lines and facilities according to plan, by priority, as funds and time permit. (f) Keep pre-attack plans current to annual field checks and revisions. 1.2.1.3. Equipment and Material Readiness (a) Will acquire, account for, and maintain specialized equipment and material used in support of fire control activities, such as telecommunications and computer equipment. (b) Will maintain firefighting equipment and material in safe condition and state of readiness. (c) Will maintain an adequate inventory of equipment, material and supply. 2.3.2 Suppression (a) The incident commander is responsible for all activities and operations on the fire. He may delegate more responsibility to assistants as organizational needs grow, but he is always the final authority and bears total responsibility. (b) Coordinate with Barangay and Volunteer Fire Brigades for immediate suppression of fire and other emergencies. 2.3.3 Demobilization (a) Completion of all reports related to the fire. (b) Repair and maintenance of all equipment used on the fire and replacement of items rendered unserviceable or expended. (c) Debriefing and critique will be conducted as appropriate. Important items of information gained will be incorporated in the final fire report. 2. Improve Fire Prevention and Safety Education 2.1 Prevention A major responsibility for every Branch is to keep the community informed on the need for sound fire protection. Prevention of fire is a continuous effort. Fire is an ever present danger, and, to be effective, fire prevention must be constantly practiced. Each fire prevention program should analyze the common cause of fire, identify fire hazards and risks existing in the protection area, and propose measures to reduce the threats of fire and fire damage. Branch fire prevention strategies shall include the following: (a) Tri-Media and websites. (b) Talks to schools, civic organizations, etc. (c) Public notices/news releases declaring high fire danger periods. (d) Posting of fire prevention/high fire danger warning signs and posters. The new Fire Code of the Philippines (RA 9514) went into effect December 2008 as part of the Country continued commitment to ensure public safety. The Manila Fire District remains vigilant in its mission to protect lives and property through inspections and enforcement. The Department’s approach represents a continuum of services that includes an array of prevention, inspection, investigation and educational activities and programs. The Fire Department will continue to develop fire prevention, inspection and educational programs to make communities safer and expand its efforts to implement a risk-based inspection program. Guided by the RA 9514, MFD is undertaking a comprehensive review of its fire prevention and fire suppression efforts. The aim is to better assess and quantify fire and hazard risk in the community in terms of the possibility of loss or injury and assign defined, quantifiable values of risk and hazards. The Department will identify and analyze risk by adopting a sound, scientific approach and, through the use of state-of-the-art technology, integrate data collection and dissemination of critical information to the field. The end result will be to modify current operating standards and improve prevention and suppression response, accordingly. The first of these efforts is to research and modify its inspection programs, as follows: i. Establish a risk-based inspection program that will enable the MFD to focus its fire prevention resources on the buildings and hazards in neighborhoods facing the greatest risk of a serious fire, hazmat incident or other large-scale emergency. ii. Develop criteria for risk-based assessments of buildings, sites, hazards, construction and demolition and create a risk-based inspection scheduling system. iii. Develop improved workflows and business processes for risk-based inspections, data collection, data retrieval and analysis using information from various other City agencies. The MFD provides educational seminars and on-site inspection to Building Owners and occupants too ensure compliance. The MFD will: i. Notify the owner/occupants of building or structure regarding increased enforcement through the issuance of violations and court summons for failure to comply with the law. ii. Utilize a Task Force to supplement enforcement of the Fire Code of the Philippines. iii. Ensure drills are scheduled and held at each site for participation by commercial high-rise building tenants. iv. Develop criteria for risk-based assessments of buildings, sites, hazards, construction and demolition and create a risk-based inspection scheduling system. 3. Enhance the Health and Safety of MFD Members The Department is committed to improving the safety and well-being of all MFD emergency responders. MFD has emphasized a renewed effort to improve operational safety management and behavior through heightened hazard-risk awareness, an emphasis on injury prevention and by intensely promoting among all members the importance of safety each and every day to prevent injuries or fatalities. The MFD through its Emergency Medical Services, is in the process of designing, piloting and implementing various projects to meet the needs of the Fire and EMS workforce. The goal of the program is to improve the way in which safety is managed within the fire service and direct management efforts at critical safety-related behaviors, resulting in a change in members’ attitudes, values and beliefs about safety. The EMS program and its safety message aims: 3.1 To reach all BFP personnel who are required to adhere to an annual medical appointment. The program content incorporates accident data and ambulance driver profiles, identifies road hazards and reviews safety operating procedures and protocols to ensure the safety of personnel. 3.2 Further promote operational safety management and behavior by reinforcing the FDNY safety culture. 3.3 Participate in a national, multi-year academic research project to develop a world-class safety management system within MFD for members of the Fire and Emergency Medical Service. 3.4 Promote Critical Incident Stress Management through peer debriefing sessions for all emergency responders at an incident site. 4. Strengthen Management and Organizational Development Promote organizational effectiveness and develop leadership capabilities. The MFD continues to strengthen its management capabilities by providing ongoing opportunities for additional training, the refinement of performance management methods and increased access to comprehensive analytical reports and data. Fire Departments respond to a wide range of emergency incidents. This guideline identifies standard operating guidelines that can be employed in establishing command. The system provides for the effective management of personnel and resources providing for the safety and welfare of personnel. It also establishes guidelines for the implementation of all components of ICS for structural/fire operations. Command Guidelines are designed to: 4.1.Fix the responsibility for command on a specific individual through a standard identification system, depending on the arrival sequence of members, companies, and chief officers. 4.2. Ensure that a strong, direct, and visible command will be established from the onset of the incident.   4.3. Establish an effective incident organization defining the activities and responsibilities assigned to the Incident Commander and to other individuals operating within ICS.   4.4. Provide a system to process information to support incident management, planning, and decision making. The Incident Commander is responsible for the completion of the tactical priorities. The tactical priorities are: a. Remove endangered occupants and treat the injured. b. Stabilize the incident and provide for life safety. c. Conserve property. d. Provide for the safety, accountability, and welfare of personnel. This priority is ongoing throughout the incident. ICS is used to facilitate the completion of the tactical priorities. The INCIDENT COMMANDER is the person who drives ICS towards that end. The Incident Commander is responsible for building an ICS organization that matches the organizational needs of the incident to achieve the completion of the tactical priorities for the incident. The Functions of Command define standard activities that are performed by the Incident Commander to achieve the tactical priorities. 5. Increase Diversity Continue to advance and support initiatives in the recruitment, retention and promotional advancement of men and women of diverse backgrounds in the fire protection and emergency medical service. A top priority of the Department is to continue to expand its successful efforts to diversify its uniformed workforce through its Recruitment Unit and various recruitment programs. The percentage of young men and women of diverse backgrounds entering the Fire Academy has been increasing steadily. The Department’s latest recruitment campaign was tremendously successful. The Department will continue targeted recruitment for future Firefighter Civil Service examinations that focuses on recruiting young men and women of diverse backgrounds. Department will: (1) Continue ongoing, year-round outreach for EMS recruitment. (2) Implement a Physical Preparation Program for EMS candidates called to take the Physical Agility Test (PAT). (3) Continue to expand outreach and mentoring efforts in div erse communities throughout the City and increase the visibility of career opportunities in firefighting and EMS. IV. ALTERNATIVE POLICY MEASURES: A. Continue to research, pilot and expand the use of new and innovative firefighting techniques to enhance operational tactics, response and Incident Command. B. Enhance coordination with other NGOs and Volunteer Fire Brigades for new and modernized fire fighting methods. C. Enhance and develop additional fire prevention and educational outreach programs to make communities safer. D. Implement a risk-based priority inspection scheduling system and wireless handheld tools to automate field inspections. E. Implement the review and approval of Emergency Action Plans (EAPs) for commercial high-rise buildings. The MFD must establish an EAP Unit within the Bureau of Fire Prevention to review and approve plans submitted by commercial building owners in compliance with RA 9514. F. Continue to improve on-scene safety for Fire/EMS responders by developing additional scene safety initiatives, including conducting an Fire/EMS hazard assessment Department-wide survey and establishing a Hazard Ass essment Committee. V. CONCLUSION: Calls to fire departments can come in from many avenues. The four major response types include: fire incident calls, EMS calls, HazMat calls, and other calls such as service calls, or false alarms. Individuals and alarm monitoring services are the major sources for calls to fire departments. The fire department has no direct involvement in how quickly a fire is discovered once it starts and how promptly the fire is reported once it has been discovered. In the best case scenario, someone notices a fire when it starts and reports the fire immediately after evacuating, but this does not always happen. Fire departments may arrive to several different scenarios at a fire scene. Fire scene scenarios include: fire extinguished before arrival of firefighters, fire contained to the room of origin before or after arrival of firefighters, or fire spread beyond room of origin before or after arrival of firefighters. In some scenarios, a person may need to be rescued from a building or fire scene . There may also be fatalities or injured victims on scene who require medical aid. The purpose of this to identify the top priorities of the Department, describe significant strategic management initiatives and future actions. This Policy is seeks to provide the public, Department and its members with a clear framework for the future to work together with its many partners to ensure the delivery of, fire protection and other emergency care, investigation, inspection and preventive and educational services that the citizens and visitors to People have a right to expect. The initiatives contained in this Policy will require consultation with and support from other local government units, as well as the private sector and the City’s relevant labor organizations. In addition to the new objectives outlined, the MFD will continue to monitor the progress and completion of those key objectives The MFD is dedicated to its mission and core values and to serve and protect the City of Manila. This Policy represents the commitment to respond to emergencies and simultaneously provides an opportunity to evaluate its core services and set new standards as an organization to meet its future challenges. REFERENCES: National Fire Protection Association Fire Code of the Philippines, RA 9514 Ahrens, M., Smoke Alarms in U.S. Home Fires, NFPA Division of Fire Analysis and Research, July 2009. Ammons, D., Municipal Benchmarks: Assessing Local Performance and Establishing Community Standards, Sage Publications, Second Edition, 2001. Chaiken, W., Ignall, E., Fire Department Deployment Analysis: A Public Policy Analysis Case Stud, The Rand Fire Project, A Rand Corporation Research Study, 1979. Cline, D., Organizational Benchmarking and Performance Evaluation, NFPA Fire Protection Handbook, 20th edition, Volume II, Chapter 12.2, 2008. Hall, J.R. Jr., Flynn, J., Grant, C. Measuring Code Compliance Effectiveness for Fire-Related Portions of Codes, the National Fire Protection Association and Fire Protection Research Foundation, 2008.

Who Is The Leader - 1631 Words

Who is the Leader? James Earl Carter Jr., the 39th President of the United States held office from 1977-1981 and lost his reelection bid due to what was perceived by many as incompetency in his decision making and self induced alienation from potential followers. Carter however, exemplifies the personification of true humanity toward his fellow man in his efforts to eradicate the Guinea Worm and bring women’s rights as the new face for the civil rights movement. Three decades past his presidency, Mr. Carter shows the true mark of a great leader forging a great legacy. Mr. Carter was born on October 1, 1924 to religious parents James Earl Carter Sr. and Bessie Lillian Gordy that introduced him to Christian values that highlight Mr. Carter’s persona present date. He grew up on his father’s peanut farm spending his first four years in Plains, Georgia until his father decided to relocate the family to a rural area in the close by town of Archery. A bit introverted, Carter was still studious in his studies. Carter showed an interest in hard work and politics at as early as age ten while working in his father’s family store. Carter studied engineering in college which helped him land a much coveted spot at the Naval Academy in Annapolis, Maryland. He was not so popular with his peers due to what they deemed as a lack of physical and psychological savvy; however, Carter still managed to continually excel in his studies and upon his completion showed he had secured theShow MoreRelatedWho Is A Leader?892 Words   |  4 Pagesorder to be a leader one must have all the answers; however leadership is more about asking questions than it is about giving answers. The truth is that no person will ever have all the answers in every situation. It is through the process of skilled, intellectual inquiry that leaders are able to guide their teams to success. 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