The new employees of the Gurnee Fire Department are getting younger while our current members are getting older. Our older generations are preparing to retire which will bring a younger generation with different attitudes and views of the fire service to the forefront. This will pose a challenge to our current leadership and we need to plan how to manage this younger generation, as they will be the future leaders of the Gurnee Fire Department. Our department is currently made up of 3 generations who all have a unique perspective in their values, beliefs, and morals. Our older Baby Boomer generation is extremely hard working, dependable, and strives to do their very best everyday. This generation enjoys leadership roles and are good team players. We need to learn how different generations accomplish tasks and identify the differences between them. We need to provide clear leadership and direction working toward a common goal of communication, relationships, and improving morale between the groups. The first recommendation is to create a multigenerational mentoring program, having different generational groups talking to each other. Thus improving their working relationships by sharing unique experiences and knowledge each has to offer. We then need to evolve our training styles by taking into consideration how each generation best learns and to facilitate those environments. Classroom, with and without multimedia, along with hands-on training taught by members from each group, will help challenge the different generations. Being instructed in different techniques and methods will build teamwork and help to identify strengths and weaknesses, thus streamlining operations resulting in a sense of pride at work. Outside instructors should be utilized to provide an impartial view of multigenerational differences, offering suggestions for administration and members to work together, building on those relationships to reduce conflicts. The College of Lake County offers classes in managing generations in the workplace, costing $175 per
In this report I will focus on desirable traits the Columbus Division of fire are looking for, as well as the City’s hiring process, training requirements, offered benefits, probationary period, promotional opportunities, and departmental structure. I will also...
Additionally, it’s important to keep personnel in mind when drafting a department’s mission statement, for all too often, leadership in fire departments create mission statements that sound great to those outside of the fire department, but it is either confusing to personnel or just plain out impractical (Brennan, 2010).
Despite having grown and evolved into a full-service, career emergency response organization, the Bolingbrook Fire Department has never followed or developed a strategic plan. As a consequence, the department may not possess the ability to reach its fullest potential and achieve status as a truly efficient and effective organization and as a result its customers may suffer.
To analyze the city’s fire protection the ISO uses a grading system with a 100-point scale. The better grade the community receives the better off the community is in receiving lower insurance rates. The best grade possible is a class 1 which is 90.00 points or more on the grading scale. The next best grade is a class 2 with 80.00-89.99 points, then class 3 with 70-79.99, and on down to a class 10 with 0.00-9.99.
...yet another firefighter takes your place who is willing to learn. Read books, take extra classes at the fire academy and read those magazines that someone left near the toilet, they have great information for an every changing fire service.
Generation Y are individuals born between the years of 1982 and 2000. This generation has grown up within the technology era, using a variety of social networking sites as a main source of communication, which is different than previous generation’s face-to-face way of socializing. Members of Generation Y are hard driven, tech savvy, ambitious, and well aware of the social context of their life and their work. Sure, they want money and “stuff,” but they also value the communal and social aspects of their lives. Generation Y employees view their jobs as a continuation of their educations. They need to feel they are learning, and they especially appreciate being coached. Generation Y people welcome new challenges and a manageable degree of risk. This is an adrenaline-driven generation that craves change and challenge, and members won’t shrink from assignments outside their comfort zones. They see an opportunity to take on a new challenge as a vote of confidence in their abilities. Team loyalty is a key tool for motivating and re...
Sargent, C. (2006). From buddy to boss: effective fire service leadership (p. 153). Tulsa, OK: Penwell Corp.
As an employee of The New York City Fire Department, it is our duty to know its mission state and what its internal core analysis consists off. “As first responders to fires, public safety and medical emergencies, disasters and terrorist acts, the FDNY protects the lives and property of New York City residents and visitors. The Department advances public safety through its fire prevention, investigation and education programs. The timely delivery of these services enables the FDNY to make significant contributions to the safety of New York City and homeland security efforts. The New York City Fire Department’s internal core analysis consists of: Service: the department continues its unwavering call to protect and serve. Bravery: courage is the foundation of each character. Bravery is the ability to overcome fear through fortitude, instinct, compassion for others and training. Safety: our citizens must be reasonably free from danger, especially deliberate, harmful acts. With the best equipment and training, the department can reduce the risk to the public and its members at fires, emergencies and medical incidents. Honor: the enormous commitment necessary to perform the department’s tasks requires excellence of character. They inspire each other through pride in the unit, which is a belief that every action reflects on all the members of the unit, both past and present. Dedication: a commitment to the objectives to their mission is an essential part of their code of conduct. The faithful observance of duty, calls for the FDNY to fulfill their obligations professionally and honestly. Preparedness: by combining all of the components of their core values, the FDNY will maintain its constant state of readiness to meet all threats and c...
This research topic is originated from my experience in working in the fire service since nineteen ninety seven. In the last sixteen years I have moved up the ranks from probationary fire fighter to fire lieutenant. I am currently hold the rank of fire lieutenant. This topic is very important to me because one day at work I can be the Incident Commander on a incident, to the o...
Gesell, I.. (2010). How to Lead When the Generation Gap Becomes Your Everyday Reality. The Journal for Quality and Participation, 32(4), 21-24. Retrieved October 23, 2013 from ABI/INFORM Global. (Document ID: 1961218601).
Smola, Karen Wey, and Charlotte D. Sutton. "Generational Difference: Revisiting Generational Work Values for the New Millennium." Journal of Organizational Behavior 23 (2002): 363-82. JSTOR. Web. 28 Mar. 2012. .
...The importance of the generational mix within an organisation is that it brings about inclusivity and helps generate new innovative ideas that could bring the organisation to its sustained competitive advantage. With each age group with its expectations by interacting with one another, there is knowledge and experience exchange.
For the first time in history, there are four generations of people working side by side in the workplace. Think about your place employment and the different people who work there. It is sometimes hard to get your point across to someone in a different age generation. This especially becomes a problem in the supervisor employee relationship. In order to effectively communicate with your peers, you have to understand the context in which they view the world. This problem is a real concern for managers. There has even been a Center for Generational Studies created.
Zemke, Ron. (2013). Generations at Work: Managing the Clash of Boomers, Gen Xers & Gen Yers in the workplace. Edition #2.
Robbins (2013) recognizes that baby boomers have an enormous hard-working attitude with a definitive want to characterize themselves through their expert achievements. Baby Boomers, born between 1946 and 1964 value their achievement, ambition, loyalty to career and dislike to authority in competitive workplace (Robbins and Judge, 2017). Gen Xers, born between 1965 and 1977, who are independent-minded like work-life balance, team-oriented, loyalty to relationship and dislike of rules. The generation born between 1978 and later, known as Millennials value flexible hours, teamwork and collaborative culture, career development, loyalty to both self and relationships with employers and dislike the formality of regular meetings if there