fire service administration
Project description
should be in any fire station in oregon
Part 10 of Organizational Profile – Labor Relations and Communication

Address these questions whether or not your organization’s members belong to a union and /or have collective bargaining rights.

Describe the status of your organization (union, non-union, combination career union and non-union or volunteer). Analyze (your perception) of the current attitudes of “labor” and “management” toward one another. Give two examples of why you believe this to be the case.
Determine what you believe to be the nature of a successful and positive relationship between “labor” and “management.” Analyze what is required to achieve a successful and positive relationship. What is the relevance of these requirements to the status of your organization?
Career, combination, and volunteer organizations should have a grievance process (or complaint process in place). Choose only ONE:
A) Briefly describe the process your organization has in place. Analyze its strengths and weaknesses. Evaluate whether or not it is effective and to what extent (consider impact on labor /management relations). Recommend what might be done to make it more effective.

OR

B) If your organization does not have such a process in place, suggest one and explain how and why your suggested process would be effective. How would the implementation of such a process impact labor/management relations within your agency?

Too often, collective bargaining has taken on an adversarial relationship characterized by a win-lose mentality and positional bargaining. Analyze the consequences of such an approach for the union membership and the management team. Analyze how this climate impacts day to day communication, morale and productivity.
Determine if principled negotiations (or interest based bargaining) would work in your organization at this time. Why or why not? Determine what attributes would need to be in place for principled negotiations to work and identify several specific steps you and your co-workers can take to move your organization toward principled negotiations.
It has often been said that the key to healthy employee and labor relations is effective communication. This is true both for career and volunteer organizations. Briefly identify your organization (highlight size, membership, stations, status [career, combination or volunteer] ). As protocols are in place for communicating at the emergency scene, focus your comments on the non-emergency communication.
Create what you would believe to be the best possible communication network within your agency. Feel free to use diagrams, etc. to supplement your narrative response if they would aid in explaining your ideas.
Evaluate how your organization measures up to this ideal, noting its strengths and weaknesses. Determine where the problems lie ( if any) and why they occur.
Propose a minimum of three (3) specific strategies for improving non-emergency communication within your organization and analyze how they would improve communication.
As you complete this course, determine the five (5) concepts or ideas that you’ve learned or thought about in the context of this course that would be most likely to improve your performance as a personnel manager. Explain how and why they will be helpful. (If you are not currently in a supervisory position, assume that you are a first line supervisor for the purpose of this question.)
You are expected to backup your opinion with sources. You should be prepared to cite approximately 3-5 sources. Be sure to credit all sources. The length of this assignment will vary depending on the type of department you are analyzing and how succinctly you can make your points. The assignment should be somewhere in the range of 5-7 pages. You can visit Diana Hacker’s Research and Documentation Online at http://www.dianahacker.com/resdoc/ to find complete examples of how to cite sources.
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