Fire Services books

Wildfires are a fact of life throughout many arid and semi-arid regions, such as the American West. With growing population pressures in these regions, human communities are increasingly developing in so-called urban-wildland interface zones, where severe fire driven ecosystems co-exist uneasily with humans and their property. This edited volume addresses this problem and its potential solutions from an interdisciplinary perceptive, with contributions from authors in public policy, sociology, economics, ecology, computer modeling, planning, and ecology. The first section of the book addresses institutional and policy aspects, including chapters on national fire policy in the United States, local fire planning and policy, smart growth approaches to planning in fire zones, and institutional roadblocks to fuels management. The second section deals with economic aspects, including chapters on the role of information and disclosure of hazards in real estate markets, methods of underwriting fire insurance, and the consequences of state-mandated fire insurers of last resort. The third section deals with community level involvement in fire management, addressing a wide range of issues including models of community engagement, criteria for success, and approaches for institutionalizing this process, both in the US and abroad. The final section deals with management and ecology and includes chapters on the predicted effects of climate change on wildfire activity, new computer modeling tools for mitigating fire risk, and complex institutional mechanisms behind large-fire suppression in the US. It addresses institutional and policy aspects, economic aspects, community level involvement in fire management, and the management and ecology of wildfires.

This volume presents an alternative perspective on the problem of leadership in organizations. Dr. Charles H. Kime argues that while individuals ultimately take actions we call leadership, structural and non-structural characteristics of the organization influence the ability and inclination of organization members to engage in these actions. Further more, evidence is presented suggesting that these organizational features become assimilated into the normative structure of the organization over time and formal and informal organizational norms shape the ways in which organization members envision their roles, functions and relationships to the organization. Once institutionalized, organizational leadership may be understood as the capacity of the organization to respond to endogenous and exogenous stimuli, which present themselves as challenges, opportunities, and threats to the organization. Drawing upon general systems and complexity and chaos theory, Kime presents organizational leadership as a normative feature of organizations, that can help or hinder their negotiation of a complex, nonlinear environment. Kime tests his formulation on a sample of fire services organizations in the United States. In addition to confirming the viability of organizational leadership as a concept, he explores the empirical relationship of organizational leadership with organizational size, texture, age, labor management process and other variables.