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Howell, M. (1996) Fire service culture, asset of burden?, dissertation for BCC: Moreton in Marsh: The Fire Service College, fitting-in.com

A Research Project on Attitudes of

Firefighters and How

Management Style Affects Behaviour

Michael Howell

Brigade Command Course 2/96

CONTENTS

		age
	Executive Summary.
	Introduction.
	Methodology.
	Analysis of Culture.
	The UK Fire Service.
	The Phoenix City Fire Department.
	Comparison of Attitudes and Behaviour in Relation to Change, Equal Opportunities and Training in the U.K. and the U.S.A.
	Conclusions and Recommendations.

	Appendices
1.	Questionnaire and Results.
2.	Article from Fire Magazine - CFO J. Beech.
3.	Article from Institute of Fire Engineers Journal CFO P. Young.
4.	“The Big Five” - Phoenix Fire Department Information Leaflet.
5.	Rules of Conduct - Phoenix Fire Department.
6.	“The Phoenix Fire Department Way”.
7.	Equal Opportunities “Statement of Commitment” -Phoenix Fire Department.
8.	Conclusions and Recommendations from a dissertation of Women in the Fire Service.
9.	Examples of Minimum Company Standards - Phoenix Fire Department.

EXECUTIVE SUMMARY

This research project was undertaken to test the hypothesis that the culture of a workforce within a fire service model has a direct impact on attitudes towards change. Analysis was also undertaken to determine if there is a link between culture and attitudes in two further issues: The first is the apparent resistance to women firefighters that exists amongst men and secondly the seemingly high level of dependency placed on training.

Research was undertaken by firstly examining what is meant by culture. Following this an examination is made to determine the criteria or influences on forming culture. These findings were used as a basis for comparing the cultures that are formed in bureaucratic and hierarchical organisations with those of apparently successful organisations. Consideration was then given to the type of structure and management style in existence in U.K. fire brigades and the culture that had been formed within them. A comparison was then made with the type of culture in existence in the Phoenix Fire Department, Arizona, U.S.A.

The research concluded that Phoenix firefighters generally were more relaxed and receptive to change and change programmes. In contrast, U.K. firefighters appear more suspicious and resistant to change. Where the issue of equality is concerned, and specifically in respect of the attitudes of male firefighters towards women as co-workers the hypothesis was not proven. Although Phoenix firefighters demonstrated a greater compliance with equal opportunities policy, when it came to the acceptance that women they a similar lack of commitment, to those expressed by U.K. firefighters.

Nor did the analysis prove that there was any significant difference in attitudes towards training. Whilst there is a marked difference in the actual amount of time spent undertaking training in the two countries, there is still a high level of dependency, in both cultures, for training needs to be identified by managers. There was evidence that Phoenix firefighters would prefer to spend more time on training than they do currently although it was not established whether this was based on a feeling of inadequacy or lack of competence or whether this reflected a desire to be more actively engaged in a meaningful task.

The research concludes that although factors other than culture must play a greater part in forming attitudes towards training and women firefighters, there is nevertheless a number of positive benefits to be derived from looser management control and flatter and more “customer focused” structures. These benefits include the potential for greater involvement of staff in the development of the service, therefore increasing creativity and innovation.