Team Building in Punjab Emergency Service 1122

1 | Team Building in Punjab Emergency Service 1122

2 | Team

Building in PPunjab Emerggency Service 1122


Dedication

This Report is dedicated

to My Beloved Parents


Preface “Genius makes its observations in short‐hand; talent writes them out at length.”

‐‐‐ Christian Nevell Bovee

“Nothing has such power to broaden the mind as the ability to investigate systematically and truly all that comes under thy OBSERVATION in life.”

‐‐‐Marcus Aurelius

As mentioned by the above quotations observing and on‐site viewing are a very firm base for learning. We learn a lot more by seeing the theories, we read in books, applied practically by the pros and by seeing how they actually put them to work.

Team building and teams are an important part of the business as we see it today and a large emphasis is given to them in the modern business world. Organizations make teams to accomplish tasks and to increase efficiency in their work. When it came to choosing the organization for my study of team building, Punjab Emergency Service 1122 became the first thing to my mind. Punjab Emergency Service 1122 is a type of organization that has to rely on the team building, heavily.

The study was taken out by first gathering the available information over the internet and the much available resources and then the further study was taken out by visiting Punjab Emergency Service 1122 first hand. Interviews were conducted, and the work was observed in a detailed and systematic manner. The report was generated by combining the conducted study with the available theories about the related topic and by making an orderly contrast of both. Later the teams present in the Punjab Emergency Service 1122 were categorized according to the theories.

It is hoped that the conducted study and the compiled report will provide a source of comprehensive information and a complete survey report on the topic as well as on the organization.


Acknowledgements This project report is a result of joint hard work of the whole team and was accomplished by the blessing and grace of Allah Almighty.

I want to give a special thanks to Mrs. Qurat‐ul‐Ain who gave me their full support and guided us throughout this report and she should be given credit on top of all for this collection of knowledge.

I like to express our gratitude to Ch. Usman Raffique (ASI PES 1122); Hashim Ali, Sayed Hassan Abbas, and all the PES Team that helped me by providing all the needed information I needed to complete this report.

At the end I would also like to thanks My parents who motivated me and that motivation led to the successful completion of the report and also all My mates who took time out of their busy lives to help me complete this report.


A Directory to the Report

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Table of Contents Section 1: Introduction

1.1 History of PES 1122.…………………………………………………………………………………………… 91.2 About PES 1122…………………………………………………………………………………………………. 101.3 Organogram of PES 1122…….................................................................................. 131.4 Objectives of PES 1122……………………………………………………………………………………… 14

Section 2: Teams and Team Building

2.1 Team Concepts ………………………………………………………………………………………………….. 172.2 When to Use Teams? …………………………………………………………………………………………. 182.3 The Contribution of Teams ……………………………………………………………………………….. 192.4 How to Build Teams................................................................................................ 212.5 Types of Teams …………………………………………………………………………………………………… 212.6 Groups V/S Teams…………………………………………………………………………………………….. 232.7 Building Effective Teams……………………………………………………………………………………. 24

Section 3: Team Building in PES 1122

3.1 Team Concepts in PES…………………………………………………………………………………………… 283.2 Types of Teams used by PES………………………………………………………………………………… 283.3 Work Teams……………………………………………………………………………………………………… 303.4 Parallel Teams…………………………………………………………………………………………………… 313.5 Management Teams…………………………………………………………………………………………… 313.6 Virtual Teams…………………………………………………………………………………………………….. 323.7 Problem Solving Teams………………………………………………………………………………………… 333.8 Self‐Managed Teams…………………………………………………………………………………………… 34

Section 4: SWOT Analysis of PES 1122

4.1 Strengths …………………………………………………………………………………………………………. 364.2 Weaknesses……………………………………………………………………………………………………… 374.3 Opportunities…………………………………………………………………………………………………… 384.4 Threats. …………………………………………………………………………………………………………… 38


Section 5: Conclusion 40Section 6: Bibliography 42Section 7: References 44


Introduction

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1

Sr. Title1 History of PES2 About PES3 Organogram4 Objectives


1.1 History of PES 1122

Punjab Emergency Service 1122 evolved from Punjab Emergency & Ambulance Services (Rescue 1122) Pilot Project on 14th October, 2004. Then the Service accepted the challenge of establishing a modern Fire Service and Disaster Emergency Response Teams in Pakistan. After the successful evaluation of Lahore pilot project, the Service has been established in all the major cities of Punjab which include Rawalpindi, Faisalabad, Multan, D.G Khan, Bahawalpur, Sahiwal, Rahim Yar Khan, Gujranwala, Sialkot, Sargodha and Murree.

Some of the major tasks involved in the establishment of the Service included acquisition of appropriate land for Rescue Stations at strategic locations from where swift response to emergencies could be provided with minimum number of stations; construction of Rescue Stations; recruitment of right staff and training of staff on modern lines; development of international standard Ambulances, Rescue and Fire vehicles in Pakistan resulting in significant cost saving; acquisition of toll free emergency number 1122 and wireless frequencies from Pakistan Telecommunication Authority; development & installation of vehicle and call monitoring systems for District Control Rooms.

After the establishment of Rescue 1122 in all Districts of Punjab by 2009, Punjab shall have effectively strengthened its limited capacity to deal with emergencies such as road traffic accidents, buildings collapse, hazardous material incidents, fires and disasters which has long been putting the lives and properties of citizens at risk in Pakistan.

The establishment of the Punjab Emergency Service 1122 was also important because at that time there was no single service to deal with the emergency situations (i.e., road side accidents, fire emergencies, medical needs, disaster situations, etc.)


1.2 About PES 1122

Punjab Emergency Service (Rescue 1122) is the first successfully tested model of trained Emergency Service in Pakistan. The Government of Punjab has established this Emergency Service through legislation to provide a system for Emergency Preparedness, Response and Prevention.

The Service has been established for proper management of emergencies such as road traffic accidents, buildings collapse, explosions, hazardous material incidents, fires and disasters.

The Government of Punjab has established an effective integrated emergency preparedness, response and prevention system through promulgation of unanimously passed Punjab Emergency Service Act, 2006. The Punjab Emergency Service (Rescue 1122) also established under this Act includes Emergency Ambulance, Rescue & Fire Services and Disaster Emergency Response Teams. Trained emergency paramedics, Ambulance, Rescue and Fire services were virtually non‐existent. The ambulances available with the NGOs are only patient transport vehicles without essential equipment and trained staff. These are good for transportation of routine patients and dead bodies which is not the function of an emergency service.

PES 1122 provides the following major services province wide:‐

• Ambulance Service • Fire Emergency Service • Disaster Emergency Service • Water Rescue Service

Ambulance Service

PES 1122 has state of the art fully equipped ambulances compatible to international standards. The ambulances have oxygen, pulse oximeter, suction unit, CPR material, AED, Smoke masks, Crowbars , Helmets, Fire Extinguishers, Spine Boards, Folding stretchers and dressing materials etc. The Rescue staff is uniformed and committed to perfection and devoted to serve helpless victims of Accidents, Emergencies and disasters.


Fire Emergency Service

Rescue 1122 Fire Service has so far responded to over 6093 calls and saved precious human lives and property worth billions by timely responding to fire incidents and professional fire fighting.

After failure of repeated attempts to revitalize the existing Local Government Fire Brigades, the challenge of establishing a modern fire service was also given to the management of Rescue 1122. This first trained and modern Fire Service was finally launched from Minar‐e‐Pakistan in Lahore on 5th June, 2007.

Disaster Emergency Service

The Service accepted another challenge of establishing first trained Disaster Emergency Response Team in Pakistan. After the success of this team in Lahore, the model is being replicated in other Districts.

Water Rescue Service

After the Punjab Emergency Service started receiving emergency calls of drowning incidents, the Service was motivated to start Water Rescue training of its staff. In this regard while reviewing the data regarding drowning and rain emergencies, the Director General, Dr. Rizwan Naseer issued directions to District Emergency Officers to start water rescue training in their respective districts on priority basis. The District Emergency Officers were further directed to review the data regarding all drowning incidents and other emergencies which had occurred during monsoon and personally visit these incidents sites. This exercise would help the Service in preparing an effective preparedness and prevention strategy for better management of such emergencies.

Response

Rescue 1122 is proudly playing pivotal role in saving precious lives by providing timely rescue and quality emergency care. According to third party evaluation its average response to emergencies in Lahore is seven minutes with only 14 ambulances, 2 rescue vehicles and 200 rescuers in a city of over 7 million populations. Response in terms of managing emergencies is highly professional and in accordance with international standards due to the quality training imparted to the staff. Their motto is train hard work easy.

Regular data compilation and analysis of the emergencies managed by Rescue 1122 reveals that most of our beneficiaries are victims of Road Traffic Accidents (46%). They are primarily able breadwinners of society aging between 21 to 50 years (70%). Therefore, Rescue 1122 has a favorable socio‐economic impact on the society by

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1.3 Organogram

Director General

Finance Wing PLANNING & DEVELOPMENT WING

OPERATIONS WING

HR WING Deputy Director

DEPUTY DIRECTOR Finance

BUDGET & ACCOUNTS OFFICER

PURCHASE OFFICER

ASSISTANT OFFICER ACCOUNTS

PURCHASE ASSISTANT

STORE SUPERVISOR

ACCOUNTANT

INT. AUDITOR

Deputy Director (P&D) Emergency Control

Officer

ACCOUNTS/OFFICE ASSISTANT

STORE KEEPER

CASHIER

ASSISTANT OFFICER PLANNING

RESEARCH ANALYST

EO Community Training

EMERGENCY OFFICER LAW

EMERGENCY OFFICER H.R.D.

ASSISTANT OFFICER HR REPAIR &

MAINTENANCE

Deputy Director (Operations)

JUNIOR CLERK

DISTRICT EMERGENCY OFFICERS Operations & Monitoring

DEPUTY DIRECTOR Repair & Maintenance

CONTROL ROOM

INCHARGE

STATION HOUSE INCHARGE

EMERGENCY OFFICER Operations

OFFICE COMPUTER OPERATOR

EMERGENCY OFFICER

Repair & Maintenance

SHIFT INCHARGE

COMPUTER WIRELESS OPERATOR

ASSISTANT STATION INCHARGE

STATION COORDINATOR

1 DISPATCH RIDER

MAINTENANCE INSPECTOR

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TUBE WELL TECHNICIAN

WIRELESS TECHNICIAN

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DERT RESCUER

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FIRE RESCUERSPECIAL VEHICLE OPERATOR

DRIVER (HTV)


1.4 Objectives

Punjab Emergency Service 1122 has following objectives as an Organization:‐ • Establishment of a system for Emergency preparedness, Response and

prevention. • Development of Safer Communities through proactive approach towards

Emergency Management, Community Awareness & Training. • To have positive socio‐economic impact on the society by reducing deaths &

disabilities due to injuries, (mostly resulting from Road traffic accidents, the leading cause of deaths) amongst young able bread winners.


Teams and Team Building

Sect

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Sr. Title1 Team Concepts2 When to Use Teams? 3 The Contribution of Teams4 How to Build Teams? 5 Types of Teams6 Groups V/S Teams7 Building Effective Teams


2.1 Teams Concepts What is a Team?

Teams may be defined in one of the following ways:‐

• “A number of people with complementary skills, who are committed to a common purpose, set of performance goals & approach for which they hold themselves mutually accountable.”

(Thomas S. Bateman)

• “A group of workers that functions as a unit, often with little or no supervision, to carry out work‐related tasks, functions &activities.”

(Ricky Griffin)

What is Team Building?

The process of gathering the right people and getting them to work together for the benefit of a project is called Team Building

What is Team Management?

Team Management is the direction to a group of individuals who work as a unit. Effective teams are result‐oriented and are committed to project objectives, goals and strategies are called Team Management.

2.2 When to Use Teams? There are several types of teams. The choice of type depends on the task to be

performed, the organizational context and the resources available. Carefully consider if some routine tasks will need to be performed on an ongoing basis. A permanent core structure team at steering committee level may be considered. Its function will be to provide quality control regularly and the continuity needed to underpin such a large and ongoing program (e.g. cancer control), and ensure the timely completion of projects within a set budget.


2.3 How to Build Teams?

Having the right core team can make or break a project. Therefore, great care should be taken when selecting team members. It might be very useful to consider the following elements:

1. Team size 2. Overall team composition 3. Team member selection and exclusion criteria 4. Member recruitment process

Team size

• Recommended size is a team of 3‐12 members. A team of 5‐7 members is the best.

• Small teams (3 or 4 members) work faster and tend to produce results quickly, but there is less diversity.

• Teams greater than 7 or 8 members require an expert facilitator and the creation of sub teams to operate effectively. They have the potential for generating more ideas and are more diverse.

2. Overall team composition

Ensure that the team represents the stakeholders involved in the project. A well‐rounded team includes a mix of members from relevant units/organizations involved in the project having a wide range of experience and skills. Consider members who:

• belong to relevant partners organizations or organizational units of the project • have different abilities such as:

o technical expertise and skills, o administrative skills (e.g. problem‐solving and decision‐making skills), o Interpersonal and communication skills.

The team could include:

• People who understand the project very well such as, for example, those already working in cancer control (e.g. public health specialists, cancer institutes program managers, cancer societies, professional associations, and cancer patient groups),

• People who are technical experts (e.g. health care providers from oncology services),


• People who can provide objectivity in the process and outcome (e.g. NGOs, community leaders, cancer patient self‐help groups, non‐health professionals),

• Suppliers (e.g. pharmaceutical department at the ministry, funding agencies).

3. Team member selection and exclusion criteria

You need the "best and brightest" on your team, but even those people must work well together for the project to succeed. When selecting team members, give preference to individuals who are:

• Concerned about and committed to the common purpose and goals (interested in the project)

• Enthusiastic • Optimistic • Creative, flexible and open minded • Proactive • Good team players:

o Work effectively as a member of a team o Respect the values, beliefs and opinions of others o Relate to and interact effectively with individuals and groups o Are willing to cooperate to reach common goals

• Well respected among peers and other leaders • Can devote time to the initiative.

It is also useful to develop your own "exclusion criteria" about team members. In cancer control planning, for example, those associated with tobacco production or promotion, or who may have business interests in the project should not be included. Members should not be selected merely because of their high position within the system. They can be very as advisers or facilitators in a team, but may be able to devote time for field work, such as data collection in a needs assessment team.

Professionals from various disciplines should be chosen e.g. nursing, general medicine, specialties like gynecology and oncology, surgery, public health, sociology, economics or management

4. How to recruit the best members for your team?

• Keep in mind the project goals and the selection criteria mentioned above. • Identify relevant people in partner organization/s or unit/s. Make informal

contact with those who have been identified, as well as with anyone who know them to see if they fulfill the criteria. Include their interest in the project and the time needed to integrate the project.


• Decide if he/she is the right person with the preliminary information you have. • Invite the person to join the team.

2.4 The Contribution of Teams It is no wonder that team‐building approaches to work have generated such excitement. Used appropriately, teams can be powerfully effective as a building block for organization structure. Organizations like SEMCO, Whole Foods, and Kollmoren, are structured around teams. Team‐oriented structures can be seen all over the world in various organizations and companies use teams to come up with breakthrough products that are small entrepreneurial business products emerge through the use of teams that are small entrepreneurial businesses with the larger corporate.

Teams can improve productivity, improve quality, and reduce cost. Teams can enhance speed and be powerful forces for innovation and change. Companies all over the world are using teams to create products faster. Lenders cut home mortgage approval times from weeks to hours and life insurance Company’s cut time to issue new polices from six weeks to one day. Some companies have become more entrepreneurial in part to the creation of client service groups.

Teams provide benefits for their members as well. The team is a very useful learning mechanism. Members learn about the company themselves, and they acquire new skills and performance strategies. The teams can satisfy important personal needs such as affiliation and esteem. Other needs are met as team members receive tangible organizational rewards that they would have not won alone.

2.5 Types of Teams There may be a hundreds of groups and teams in an organization, but there are just a few primary types and most of the other flow into one of these types:‐

1. Work Teams 2. Project and Development Teams 3. Parallel Teams 4. Management Teams 5. Virtual Teams 6. Self‐Managed Teams 7. Problem Solving Teams 8. Cross Functional Teams


1. Work Teams

Teams whose members work intensively on a specific, common goal using their positive synergy, individual and mutual accountability and complementary skills.

2. Project Development Teams

Teams that work on long term projects but disband once the work is completed are called Project Development Teams.

3. Parallel Teams

Teams that operate separately from the regular work structure of the organization and exist temporarily.

4. Management Teams

Teams that work and coordinate together to provide direction to subunits under them and integrate work among subunits are called Management Teams.

5. Virtual Teams

Teams that are physically dispersed and communicate electronically more than face‐to‐face are called Virtual Teams.

6. Self Managed Teams

Teams that operate without a manager and are responsible for a complete work process or segment are called Self Managed Teams.

7. Problem Solving Teams

Teams from the same department or functional area that’s involved in efforts to improve work activities or to solve specific problems are called Problem Solving Team.

8. Cross Functional Teams

Types of teams that are composed of the individuals from various specialties are called Cross Functional Teams.


2.6 Groups V/S Teams Many people used the words team and group interchangeably, but there are

actually a number of differences between a team and a group in real world applications. A number of leadership courses designed for the corporate world stress the importance of team building, not group building, for instance. A team's strength depends on the commonality of purpose and interconnectivity between individual members, whereas a group's strength may come from sheer volume or willingness to carry out a single leader's commands.

It is often much easier to form a group than a team. If you had a room filled with professional accountants, for example, they could be grouped according to gender, experience, fields of expertise, age, or other common factors. Forming a group based on a certain commonality is not particularly difficult, although the effectiveness of the groups may be variable. A group's interpersonal dynamics can range from complete compatibility to complete intolerance, which could make consensus building very difficult for a leader.

A team, on the other hand, can be much more difficult to form. Members of a team may be selected for their complementary skills, not a single commonality. A business team may consist of an accountant, a salesman, a company executive and a secretary, for example. Each member of the team has a purpose and a function within that team, so the overall success depends on a functional interpersonal dynamic. There is usually not as much room for conflict when working as a team.

The success of a group is often measured by its final results, not necessarily the process used to arrive at those results. A group may use equal parts discussion, argumentation and peer pressure to guide individual members towards a consensus. A trial jury would be a good example of a group in action, not a team. The foreperson plays the leadership role, attempting to turn 11 other opinions into one unanimous decision. Since the jury members usually don't know one another personally, there is rarely an effort to build a team dynamic. The decision process for a verdict is the result of group cooperation.

A team, by comparison, does not rely on "groupthink" to arrive at its conclusions. An accident investigation team would be a good example of a real world team dynamic. Each member of the team is assigned to evaluate one aspect of the accident. The team's expert on crash scene reconstruction does not have to consult with the team's expert on forensic evidence, for example. The members of a team use their individual abilities to


arrive at a cohesive result. There may be a team member working as a facilitator for the process, but not necessarily a specific leader.

Group building can literally take only a few minutes, but team building can take years. Individual members of a group often have the ability to walk away from the group when their services or input become unnecessary. A team member's absence can seriously hamper the abilities of other team members to perform effectively, so it is not uncommon for individual members to form an exceptionally strong allegiance to the team as a whole. An elite military unit such as the US Navy SEALS or the Army Rangers could be considered examples of team building at its best.

Group Team

Strong, clearly focused leader Shared leadership roles

Individual accountability Individual & mutual accountability

Groups purpose is the same as the broader organizational mission.

Specific team purpose that the team itself delivers.

Individual work products Collective Work Products

Runs efficient Meetings Encourages open ended discussions and active problem solving meetings

Discusses, decides, and delegates together.

Discusses, decides and does real work.

2.7 Building Effective Teams Whether you're the CEO of a multi‐million dollar company or a small business

owner with twelve employees, developing a healthy culture is as scientific as predicting your company's future growth, Leaders who guide their organizations to long‐term success understands that there is a cause‐and‐effect relationship between their organization's culture and the business results they achieve. During this current trend of headcount reductions coupled with rising responsibilities, leadership is under a microscope. "Do more with less" is the battle cry, Stress, Longer hours, that’s a certainty ‐ for those who choose to lead the "old way."


Corporate leaders of Fortune 500 companies have experienced profound effects on productivity, job satisfaction, and bottom line results by utilizing the following leadership approach.

Welcome to the "new way" of Team Building

1. Build the Individual 2. Build a Solutions‐Focused Environment 3. Build Full Information Flow 4. Build Clear, Achievable and Stretch Objectives 5. Build a Healthy Team Identity

1. Build the Individual

Your initial way to build your employees may be to tell them what a great job they're doing. Top leaders, however, understand that "telling" someone anything is as valuable as passing out junk bonds. The key is to communicate in a way the people receiving the information know it as truth. This is accomplished by acknowledging the person for accomplishments with specificity and sincerity. By building individuals, organizations tap into a more consistent and reliable source: Internal motivation. This affects the way they respond to situations and increases their effectiveness when interacting with others.

2. Build a Solutions Focused Environment

In organizations that experience long‐term success, a greater focus is placed on what's working vs. what's not working, strengths vs. weaknesses, and what can be learned vs. who is to blame. This sort of forward‐focus allows teams to engage in an issue (formerly known as a crisis), resolve it, learn from it, and thus use it as a pillar for future growth. These organizations know that advancing their company does not mean eliminating all challenges; rather, their success is fundamentally tied to how their organization responds to the issues of everyday business life.

3. Build Full Information Flow

When we ask business leaders and marriage therapists what's the number one problem with ineffective relationships, the answer is almost always "poor communication." Because good business is built upon relationships, successful leaders make communication a priority. We have all experienced attempting to do a job without full information. It's an ingredient for poorer quality, lower job satisfaction and dismal results. Successful leaders know that communication is two‐way, which means as many ideas as possible are mined.


4. Build Clear, Achievable Objectives

Why do effective leaders ensure that objectives are clear and achievable? They know that the workplace is full of distractions and when objectives are clear employees can navigate by priorities. If the objective is not achievable, motivation will dissipate.

5. Build a Healthy Team Identity

When individuals work together toward achieving a common goal, it involves sharing struggles, challenges and successes. When an organization is made up of strong, healthy teams who have the ability to work together with a solution‐focused approach, people are willing to go the extra mile for one another. They feel a sense of ownership and pride in their work and a sense of loyalty to one another, their leadership and the organization.


Team Building in PES 1122

Sect

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Sr. Title1 Team Concepts in PES 2 Types of Teams used by PES3 Work Teams 4 Parallel Teams 5 Management Teams 6 Virtual Teams7 Problem Solving Teams 8 Self‐Managed Teams


3.1 Team Concepts in PES Teams and Team Building are an important component of every organization and Punjab Emergency Service 1122 is no different. Punjab Emergency Service 1122 (PES 1122) puts a special emphasis on team building and teams. Punjab Emergency Service 1122 put their lives at stake to save the lives of the people province wide. At Punjab Emergency Service 1122 team building gets a major focus as life saving requires a lot of collaboration, coordination, and team work.

Even though Punjab Emergency Service 1122 have got very sophisticated and carefully designed teams, but yet their team building methodology is no rocket science neither a hard trait to understand, they use the traditional teams building methodologies to put up and develop their life saving crew of heroes and the rest of the organizational structure.

Working as a not‐for‐profit organization Punjab Emergency Service 1122 concentrated on their team building by including the wills of, the important parts of the teams, the team members and as well take in account the skills as well.

The first and the foremost preference is given to the members’ will if the members of the team don’t want to gel together they might not put that team up at all no matter how tempting that combination might be.

Teams are made by keeping a balance of overall skills and also by taking into account that the team will work together in any situation granted, and if they have the skills to encounter all that’s put up against them.

3.2 Types of Teams As more of an army influenced organization the work done in Punjab Emergency Service 1122 is much from the old books and has an old school touch of class. This rawness has also influenced the team building and the teams made are base on the classical models. Some of the types of team used in Punjab Emergency Service 1122 are listed as follow:‐

1. Work Teams 2. Parallel Teams3. Management Teams 4. Virtual Teams5. Problem Solving Teams 6. Self‐Managed Teams

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3.3 Work Teams The concept of Work Team Models is used in the following teams of Punjab Emergency Service 1122:‐

i. Rescue Squad ii. Operational Team iii. Operational Call Center iv. Planning Team

i. Rescue Squad

The Most important part of the PES 1122 is the Rescue Squad and they are built as a team on the basis of Work Team Model. Rescue Squads are the ones that save lives by taking their duties as, fire rescuer, dirt rescuer, medical emergency technician, or as the water rescuer.

Each member of the Rescue Squad is trained to do all the duties to be called in time and is also specially trained to for his own task. All of the members of the rescue team are permanent members of the crew.

ii. Operational Team:‐

Operational Teams are also permanent teams and are shaped around the work model of the work teams. They are an important component of the PES 1122 as they make all the major decisions.

The operational teams have following duties on hand:‐

a. Design New Operational Strategies. b. Design New Tanning Sessions. c. Train the Rescuers for Further Operations.

iii. Operational Call Center:‐

Operational Call Center are an important part of the PES 1122 as the whole rescue mission starts from them, they are the ones who receive calls are respond to them accordingly, by informing the relevant sub dept. are according to which the action is taken.

The duties of the Operational Call Center include:‐

a. Answer Emergency Calls from the People.


b. Alert the Response/Rescue Teams c. Make a Report on the Sent Team.

iv. Planning Team:‐

The Planning team makes plans for the entire organization such as the financial, strategic, etc. and makes up an important part of the Pakistan Emergency Service 1122.

3.4 Parallel Teams The concept of Parallel Team Models is used in the following teams of Punjab Emergency Service 1122:‐

i. Road Mapping Teams ii. Emergency Teams

i. Road Mapping Team:‐

The Road Mapping team is doesn’t work on permanent basis rather they work when they are needed to work. Road mapping team was formed before the proper establishment of the PES 1122 and started to map out the cities. Road mapping team is formed after a set period once the map are found to be outdated but this type of teams are not present on permanent basis.

ii. Emergency Team:‐

Emergency teams also work as parallel teams once there are more than one rescue squads are at work and during that time the entire rescue squads that are present their work as a single team which is lead by the senior most individual present there

3.5 Management Teams The concept of Management Team Models is used in the following teams of Punjab Emergency Service 1122:‐

i. Logistic Team ii. Discipline Team iii. Shift In‐charge Team


i. Logistic Team

Logistic teams are present in PES 1122 in the management section, their responsibility involve the integration of:

Information Transportation Material‐handling Security

ii. Discipline Team

The discipline team is responsible for maintaining the overall discipline in the station and is also responsible for giving punishments to the recruits. If anyone is off time or late for the job they may be punished under the orders of the Discipline Team which is supervised by ASI mostly.

iii. Shift In‐Charge Team

The shift in charge team is responsible for arranging and managing the shift timing and shift periods of the recruits and also responsible to arrange shifts if someone get on a leave.

3.6 Virtual Teams The concept of Virtual Team Models is used in the following teams of Punjab Emergency Service 1122:‐

i. Reporting Call Center ii. Report Generating Team

i. Reporting Call Center

The reporting call center is one half of the call center that reports the attended call, attended by them, to the rescue squad and officers and initiates the mission. They are an important part of the mission as the mission is initiated from them.

ii. Report Generating Team

Report Generating Team generates reports about the activities happening in the various sections of the station, on daily, weekly, and monthly basis. Their generated


reports are transferred to the head quarter and is monitored and processed further over there.

3.6 Problem Solving Teams The concept of Problem Solving Team Models is used in the following teams of Punjab Emergency Service 1122:‐

i. Maintenance Team ii. Human Resource Team iii. Procurement Teams

i. Maintenance Team

Maintenance Team keeps a check on the vehicle and sees if any sort of maintenance is needed or if some equipment is needed to be replaced. They make the decisions about the replacement or repair of the equipment or the vehicle.

ii. Human Resource Team

Human Resource Team is an important part of every organization and in PES 1122 the H.R. Team has following jobs:‐

a. Workforce planning b. Recruitment c. Skills management d. Training and development e. Payroll f. Employee benefits

iii. Procurement Team

The Procurement Team decides whether to purchase new or replace older equipment of the vehicles or the vehicles themselves and also see how much money is required to do that.


3.7 Self-Managed Teams The concept of Self‐Managed Team Models is used in the following teams of Punjab Emergency Service 1122:‐

i. Rescue Officers at Work

i. Rescue Officers at Work

When the rescue officers are at work they act as a self managed team because they don’t have to report their actions on site and they don’t have act on the planning of any one they respond according to the situation and act according to their intuition.


SWOT Analysis of PES 1122

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Sr. Title1 Strengths2 Weakness3 Opportunities4 Threats


4.1 Strengths Punjab Emergency Service is the first successfully tested model of rescue services in Pakistan they are equipped with the latest equipments and with high amount of training this makes it a strong public service organization

Some of the major strengths of PES 1122 are as follow:‐

1. Latest Safety Equipments 2. Efficient Call Center System 3. Employee Motivation 4. Discipline

1. Latest Safety Equipments

PES 1122 is equipped with the latest equipments onboard and has got the best the market has to offer. The high tech call center and the emergency vehicles which are loaded with all of needed equipments make the work of PES 1122 efficient and effective. This sort of things makes PES 1122 a strong organization. PES 1122 has got state of the art safety equipment including ambulances, fire rescue vehicles, disaster emergency vehicles, all of these vehicles are loaded with latest equipments and all the safety equipments.

2. Efficient Call Center System

PES 1122 has got a latest call center system that receives emergency calls and through that call center PES employees can also direct call to the rescuers and initiate rescue missions and at the same time report to the Head Quarters and make a report about it. This call system helps PES 1122 to increase the efficiency of work and through this system PES 1122 can keep a record of their data as well and can also initiate rescue missions quickly.

3. Employee Motivation

PES 1122 focuses highly on employee motivation. Their HR Dept puts a special focus on keeping the employees motivated so that they can perform their tasks nicely. The teams that are formed also provide the base for employee motivation because the


teams make an affliction of a family with in this helps in keeping the employees motivated.

4. Discipline

The PES 1122 puts a special emphasis on their discipline as well the punishments given to the workers as and on time duty reports keep a strong discipline in the organization the discipline increase the efficiency of work and also keep the workers on their toes for the emergency situations.

4.2 Weakness Nothing is perfect except Allah in this world everything has got its limitations and

imperfections. Every organization has its own strengths as well as its own limitations PES 1122 might have a lot of strenghts but some limitations might also trail its tail. Some of the major weaknesses are as follow:‐

1. One Time Training Program 2. Lack of all the Emergency Services

1. One Time Training Program

The One Time Training Program of PES 1122 can be one of their major weekness because as the time changes so will the technology and so will the situations so the one time training of the rescuers might not be sufficiently good enough to deal with the turing of time. This proves to be a weakness which can only be overcomed by increasing the no. of trainnig programs and giving training to every recruit more than one time

2. Lack of all the Emergency Services

PES 1122 might offer fire, desaster, and medical emergiencies but this does not cover all the emergiency situation that are there this puts them at a disadvantage because if any other emergency situations that might come up they might not at all be able to deal with it. One of the major emergency service that is missing is the bomb disposal squad.


4.3 Opportunity As PES 1122 is a not‐for‐profit organizations so they don’t look to compete with other such organizations and don’t look at their weekness as opertunities. But one thing is alwsays an oportunity for any organizations and that is growth.

Growth

Growth is always an opertunity for any organization as PES is stilll limted to some major cities of punjab and it can grow to the various outskirts PES 1122 wants to grow to all areas of punjab and also want to grow to the whole nation in the future. This is the only opertunity for PES 1122 is their enviornment.

4.4 Threats As PES 1122 is a not‐for‐profit organizations so they don’t look to compete with other such organizations and don’t look at their strengths as threats for them because they want to help people not to compete.


Conclusion

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5.1 Conclusion The importance of team building can not be ignored wheter it’s a for profit organizaiton or a not for profit organiation and for an organization like PES 1122 that need to save lives of thousands every day and have to be on their toes all the time the imprtance of teams increases. The daily team work of the brave rescuers and the rest of the PES 1122 makes them more and more effective and efficient. But there is always some room for improvement and since the PES 1122 is a new and young organization there is still a lot of it in it. The increase in services and the increse in the training programs is something that the authorities might be looking in the future but the high motivation and skills of the rescuers will prove to be an everlasting source of public help in the years to come.

Documents

Team Building in Punjab Emergency Service 1122