Team Building in Punjab Emergency Service 1122

1 | Team Building in Punjab Emergency Service 1122

2 | Team Building in P
Punjab 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
A s 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
T his 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.


Table of Contents

A Directory to
the Report


Table of Contents
Section 1: Introduction
1.1 History of PES 1122.…………………………………………………………………………………………… 9
1.2 About PES 1122…………………………………………………………………………………………………. 10
1.3 Organogram of PES 1122…….................................................................................. 13
1.4 Objectives of PES 1122……………………………………………………………………………………… 14
Section 2: Teams and Team Building

2.1 Team Concepts ………………………………………………………………………………………………….. 17
2.2 When to Use Teams? …………………………………………………………………………………………. 18
2.3 The Contribution of Teams ……………………………………………………………………………….. 19
2.4 How to Build Teams................................................................................................ 21
2.5 Types of Teams …………………………………………………………………………………………………… 21
2.6 Groups V/S Teams…………………………………………………………………………………………….. 23
2.7 Building Effective Teams……………………………………………………………………………………. 24
Section 3: Team Building in PES 1122

3.1 Team Concepts in PES…………………………………………………………………………………………… 28
3.2 Types of Teams used by PES………………………………………………………………………………… 28
3.3 Work Teams……………………………………………………………………………………………………… 30
3.4 Parallel Teams…………………………………………………………………………………………………… 31
3.5 Management Teams…………………………………………………………………………………………… 31
3.6 Virtual Teams…………………………………………………………………………………………………….. 32
3.7 Problem Solving Teams………………………………………………………………………………………… 33
3.8 Self‐Managed Teams…………………………………………………………………………………………… 34
Section 4: SWOT Analysis of PES 1122

4.1 Strengths …………………………………………………………………………………………………………. 36
4.2 Weaknesses……………………………………………………………………………………………………… 37
4.3 Opportunities…………………………………………………………………………………………………… 38
4.4 Threats. …………………………………………………………………………………………………………… 38

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

Section 1

Introduction

Sr. Title
1 History of PES
2 About PES
3 Organogram
4 Objectives


1.1 History of PES 1122
P unjab 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
P unjab 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

providin
ng swift response, rescue, emergencyy medicall treatment and safer
s
transporrtation to th
he victims o
of road trafffic accidentts.
Prevention
The Emerge ency Service is not only savin ng lives by efficientt and effective
management of accidents
a a
and emergeencies but is also working
w for preventioon of
emergen ncies through proacctive appro oach. In this
t regardd cluster Mapping, data
compilattion and analysis is being
b donee on regulaar basis so
o that high‐risk areas and
factors leading towwards emeergencies can
c be iden ntified andd analyzed for preven ntion
purposees.
Punjab Eme
ergency Co ouncil hass also beeen establisshed for monitoring
m the
management of emmergencies,, improvingg coordination amongsst concerneed departm ments
ommendingg appropriaate measurees for the prevention o
and reco of emergen ncies.
Recruitm
ment
Punjab Emergency Servvice takes p pride for being a great place to wo ork. The service
mitted to developing
is comm d nuous proccess of capacity
its employyees througgh a contin
building. Opportunnities at Em
mergency Seervice inclu
ude specialiized Mediccal, Fire, Reescue
and Emeergency Maanagement fields.

R
Recruitment
t process in
ncludes follo
owing phases:‐
App
plication Form
m,
A
Assesment,
Scru
utiny, Physicaal
Screening
Physical
Testt/Written Tesst
Interrview Based o on
Perssonal Qualitiees
an
nd Attributes
Occupational
Health Assesmennt
Test

13 | Team
m Building in Punjab Emerrgency Service 1122

1.3 Organogram
Director General

OPERATIONS PLANNING & HR WING
Finance Wing
DEVELOPMENT WING
WING Deputy Director
Deputy Director (P&D)
DEPUTY DIRECTOR EO Community
Emergency Control

Finance Training
Officer
RESEARCH ANALYST
EMERGENCY
BUDGET & ACCOUNTS OFFICER
Deputy Director (Operations) OFFICER LAW
ASSISTANT OFFICER
PURCHASE OFFICER PLANNING EMERGENCY OFFICER

H.R.D.

ASSISTANT OFFICER ACCOUNTS REPAIR &
MAINTENANCE ASSISTANT OFFICER HR

INT. AUDITOR

ACCOUNTANT
DISTRICT EMERGENCY OFFICERS DEPUTY DIRECTOR
Operations & Monitoring Repair & Maintenance

STORE SUPERVISOR
EMERGENCY OFFICER OFFICE COMPUTER EMERGENCY OFFICER
Operations OPERATOR
PURCHASE ASSISTANT Repair & Maintenance

ACCOUNTS/OFFICE CONTROL STATION HOUSE MAINTENANCE

ASSISTANT ROOM INCHARGE
INSPECTOR
INCHARGE

STORE KEEPER ASSISTANT STATION
INCHARGE AUTO ELECTRIC WIRELESS
SHIFT
SUPERVISOR
CASHIER INCHARGE TECHNICIAN

STATION
COORDINATOR
TUBE WELL ELECTRICAL

JUNIOR CLERK TECHNICIAN
COMPUTER TECHNICIAN
WIRELESS

OPERATOR
1 DISPATCH RIDER
AUTO
ELECTRICIA

1
RESCUE LEAD FIRE EMERGENCY DERT RESCUER

TECHNICIAN RESCUER MEDICAL TECHNICIAN

RESCUE
TECHNICIAN DRIVER (LTV)
SPECIAL VEHICLE FIRE RESCUER
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.


Section 2
Teams and Team
Building

Sr. Title
1 Team Concepts
2 When to Use Teams?
3 The Contribution of Teams
4 How to Build Teams?
5 Types of Teams
6 Groups V/S Teams
7 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

I
t 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

T here 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 Specific team purpose that the team
broader organizational mission. itself delivers.
Individual work products Collective Work Products
Runs efficient Meetings Encourages open ended discussions
and active problem solving meetings
Discusses, decides, and delegates Discusses, decides and does real work.
together.
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.


Section 3
Team Building in
PES 1122
Sr. Title
1 Team Concepts in PES
2 Types of Teams used by PES
3 Work Teams
4 Parallel Teams
5 Management Teams
6 Virtual Teams
7 Problem Solving Teams
8 Self‐Managed Teams


3.1 Team Concepts in PES
T eams 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

A s 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 Teams
3. Management Teams 4. Virtual Teams
5. Problem Solving Teams 6. Self‐Managed Teams


W
Work Tea
ams
• Rescue Squuad
• Operationaal Team
• Operationaal Call Center
• Planning Te
eam
P
Parallel T
Teams
• Road Mappping Teams
• Emergencyy Teams
M
Managemenet TTeams
• Logistic Teaam
• Discipline TTeam
• Shift In‐chaarge Team
V
Virtual T
Teams
• Reporting C
Call Center
• Report Gennerating Team
m
P
Problem Solving Teams
• Maintenance Team
• Human Ressource Team
m
• Procureme
ent Teams
S
Self‐Man
naged Teeams
• Rescue Officers at Worrk

29 | Team
m Building in Punjab Emerrgency Service 1122

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
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:
¾ Information
¾ Transportation
¾ Material‐handling
¾ 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
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
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
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.

Section 4

SWOT Analysis
of PES 1122
Sr. Title
1 Strengths
2 Weakness
3 Opportunities
4 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.


Section 5

Conclusion

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.

Team Building in Punjab Emergency Service 1122

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1 | Team Building in Punjab Emergency Service 1122

Section 2: Teams and Team Building

Section 3: Team Building in PES 1122

Section 4: SWOT Analysis of PES 1122

RESCUE LEAD FIRE EMERGENCY DERT RESCUER

2.2 When to Use Teams?

2.4 The Contribution of Teams

2.5 Types of Teams

2.7 Building Effective Teams

3.2 Types of Teams

3.4 Parallel Teams

3.5 Management Teams

3.6 Virtual Teams

3.6 Problem Solving Teams

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