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Accredited Online Fire Degrees |
tors appointed the coordinators. It was important that no one
held multiple positions in the organization. Although this was
not entirely possible, they tried to avoid it at all costs.
• The chief then set five goals for the department, and the division
directors then set the division’s goals necessary to work toward the
• Each division director was required to create a job description for
the position and to direct each coordinator to create his job description. The division directors then compared the job descriptions
to ensure that no one duplicated their responsibilities. These job
descriptions continued to change, evolve, and become more clarified
over the next 12 months as people worked through their programs.
• Clear job duties provided clear direction to individuals and clear
lines of authority and led to increased morale as everyone knew
what they were expected to accomplish.
• The job descriptions used words that clearly defined the level of
authority of each member. The descriptions created a sense of
order among the division directors and coordinators.
• The chief provided a budget to each of the divisions. The
division directors had authority to spend their funds, with the
understanding that their budget was their own to spend. This
was a huge change of thinking not only for the chief but also for
the municipality in charge of the fire department.
• Meetings were originally held with the division directors
monthly, but the length of these meetings during the first six
months almost dictated biweekly meetings. Meetings with the
divisions are held regularly.
• All purchases within a division were approved by a division
director or, in some cases, a coordinator.
• Divisions directors made their own decisions. Although the
chief managed the divisions by assisting them with setting up
goals, the division directors were free to create their own goals
and manage the path toward the goals. The chief monitored the
success of the divisions by working directly with the division
directors but not the coordinators below them.
• The chief could not micromanage, as the chief would destroy the
belief that he trusted the division directors.
What are the results of this new system of management? The
department reports that productivity has skyrocketed as all hands
are working. The department reached its lofty annual goals by harnessing the collective talents of numerous individuals within the
respective divisions. Morale seems to be at an all-time high because
the members are each working toward common purposes in an
organized manner. In short, everyone has a hand in the department’s success—and they know it.
Always tell your people that there is nothing that they cannot
accomplish. No one should ever feel as if they do not have a voice, and
it only takes a voice to help the organization move toward progress.
Since the goals of the department and each division are clearly
and continuously defined, members understand how their efforts
will lead to achievement of the goals. Everyone understands their
part in the department achieving its goals.