Fire-fighters respond to modern management development 

 -  2002 
<br/><br/> This review is based upon "Improving the quality of non-emergency leadership: a case study" by Childs (2002). The article demonstrates that fire-fighting organizations face increasing pressure to develop new capabilities. In the midst of multiple changes, individual organizations need to develop strategic plans that enable them not only to change the organization, but also to develop the capabilities of their personnel. Concentrating onthe example of one large Australian fire-fighting organization, the article shows how is attempts to develop new educational practices build on previous cultural pracitces, while also encouraging aspiring middle managers to respond to emerging corporate goals. The article contains plenty to interest human-resource specialists in the public sector, who seek to change a deeply ingrained culture through education and training 
<br/><br/><label>Subjects--Topical Terms: </label><br/>Fire Services<br/>Emergency Services<br/>Employee Development<br/>Career Development<br/>Job Promotion<br/>Training Techniques