Organisational Consciousness in Public Safety Management System
Organisational consciousness is one of the primary determinants driving organisational development. It is the organisation's capacity for assessment of its operation level, quest for uniformity and organisational identity. This consciousness revolves around objectives of actions and integrates collective efforts, thereby determining collaboration. Therefore, it performs a vital role in the public safety management system (PSMS), where efficiency of operations may be achieved only as a result of joint actions. In essence, this was an imperative to carry out research aimed at analysing the significance of organisational consciousness in the public safety management system. During enquiries the authors gave insight into the concepts of organisational consciousness and organisational development as well as characterizing the PSMS in the context of organisational consciousness. Bearing in mind a comprehensive and adaptive approach to each analysed situation in an individual manner the relevance of organisational consciousness in public safety management systems was found. Furthermore it was testified that organisational consciousness in the PSMS affects three areas, namely: enhances involvement in accomplishment of objectives set, strengthens inter-organisational collaboration and fosters innovative solutions. (original abstract)
- Act of 8 March 1990 on commune self-government (Journal of Laws of 2001 No. 142, item 1591, as amended).
- Act of 23 January 2009 on voivodeship and government administration (Journal of Laws 2009 No. 31 item 206).
- Act of 26 April 2007 on crisis management (Journal of Laws of 2007 No. 89, item 590, as amended).
- Act of 5 June 1998 on voivodeship self-government (Journal of Laws of 2001 No. 142, item 1590, as amended.).
- Barrett R. (2011), The New Leadership Paradigm, The Values Center.
- Berlin J.M. and Carlström E.D. (2011), Why is collaboration minimised at the accident scene?: A critical study of a hidden phenomenon, Disaster Prevention and Management, vol. 20, iss: 2, pp.159-171.
- Cacioppe R. and Edwards M.G. (2005a), Adjusting blurred visions: A typolog y of integral approaches to organisations, Journal of Organizational Change Management, vol. 18, iss: 3, pp. 230-246.
- Cacioppe R. and Edwards M.G. (2005b)‚ Seeking the Holy Grail of organisational development: A synthesis of integral theory, spiral dynamics, corporate transformation and action inquiry, Leadership & Organization Development Journal, vol. 26, iss: 2, pp. 86-105.
- Choenni S. and Leertouwer E. (2010), Public Safety Mashups to Support Policy Makers, First International Conference, EGOVIS 2010, Bilbao, Spain, August 31 - September 2, Springer-Verlag Berlin Heidelberg, p. 234-248.
- Dibrell C., Craig J.B., Kim J. and Johnson A.J. (2014)‚ Establishing How Natural Environmental Competency, Organizational Social Consciousness, and Innovativeness Relate, Journal of Business Ethics, January 30, p. 1-15.
- Espinosa A. and Harnden R. (2007)‚ Complexity Management, Democracy and Social Consciousness: Challenges for an Evolutionary Learning Society, Systemic Practice and Action Research, vol. 20, pp. 401-412.
- Foster C. (2013)‚ Re-conceptualizing the role of organizations in society: challenging the status quo using organizational development, Development and Learning in Organizations, vol. 27, iss: 6, pp.7-9.
- Kapucu N., Arslan T. and Demiroz F. (2010)‚ Collaborative emergency management and national emergency management network, Disaster Prevention and Management, vol. 19, iss. 4, pp. 452-468.
- Kożuch B. (2011), Nauka o organizacji, Warszawa: CeDeWu Sp. z o.o.
- Kożuch B. (2004), Zarządzanie publiczne w teorii i praktyce polskich organizacji, Warszawa: Placet.
- Kożuch B., Sienkiewicz-Małyjurek K. and Kożuch A.J. (2014)‚ Effective Organisational Communication in Local Emergency Networks, Wulfenia, vol. 21, no. 7, pp. 193-219.
- Kożuch B. and Sienkiewicz-Małyjurek K. (2014a)‚ New Requirements for Managers of Public Safety Systems, Procedia - Social and Behavioral Sciences, vol. 149, pp. 472-478.
- Kożuch B. and Sienkiewicz-Małyjurek K. (2014b)‚ Collaborative Performance In Public Safety Management Process, International Scientific Conference Lumen 2014 - 5th editin: Transdisciplinarity and Communicative Action, in press.
- Kulesza M. (2008), Budowanie samorządu, Warszawa: Municipium.
- Mullins L.J. (2007), Management and organisational behaviour, Essex: Prentice Hall.
- Pees R.C., Hostetter Schoop G. and Zieganfuss J.T. (2009)‚ Organizational consciousness, Journal of Health Organization and Management, vol. 23, no. 5, pp. 505-521.
- Pruzan P. (2001)‚ The Question of Organizational Consciousness: Can Organizations Have Values, Virtues and Visions?, Journal of Business Ethics, vol. 29, pp. 271-284.
- Shukla M. (2011), Understanding Organisations, New Delhi: PHI Learning Private Limited.
- Tomasino A.P. (2011)‚ Public Safety Networks as a Type of Complex Adaptive System, Proceedings of the Eighth International Conference on Complex Systems, New England Complex Systems Institute Series on Complexity NECSI Knowledge Press, pp. 1350-1364.
- Waugh W.L. and Streib G. (2006)‚ Collaboration and Leadership for Effective Emergency Management, Public Administration Review, vol. 66, pp. 131-140.
- Webber R.A. (1996), Zasady zarządzania organizacjami, Warszawa: PWE.
- Wilber K. (2012)‚ In defense of integral theory: a response to critical realism, Journal of Integral Theory and Practice, vol. 7, no. 4, pp. 43-52.
- Wilber K. (2006), Integralna teoria wszystkiego: wiz ja dla biznesu, polityki, nauki i duchowości, Poznań: Wydawnictwo "Zysk i S-ka".
- Wilber K. (2000), Psychologia integralna: świadomość, duch, psychologia, terapia, Warszawa: Wydawnictwo Jacek Santorski & Co.