QUESTION ONE.
HOW GOAL SETTING MOTIVATES AN EMPLOYEE. 1. There is a clear and understandable job description reassures employees to put in the substantial effort since every employee knows what is expected of him or her. 2. Goals activate cognitive knowledge and strategies such as the technical aspect of every operation that help employees cope with a variety situations. 3. When employees participate in the goal setting process, they often do not need to be reminded about what is expected of them. Firefighters do not need to be reminded of their purpose to save lives and property. 4. Management should be a role model to all employees as this will set the foundation for organizational goals. Therefore a good role model motivates employees to work hard following the manager’s footsteps instilling courage and guidance as the chief leader takes responsibility of every task to be undertaken by every fire fighter within his department. 5. An organization should create recognition programs that reward the employees who meet the organizational goals. This include but are not limited to promotions of acknowledgement of best fire fighters on a monthly basis in recognition of their good performance by placing their pictures on a wall to be viewed by all and sundry.

FIVE PRACTICAL LESSON LEARNT FROM RESEARCH ON GOAL SETTING. 1) Productivity improvement can managed through frequent training. This attained through regularly training of fire service personnel enabling competence while considering new firefighters undertake normal training for their skill development. 2) Specific goals increase performance whereas difficult goals while subjected to employees result in better performance as compared to goals that are less demanding. 3) Goals that are jointly set creates better performance than the ones that are enforced on individuals. In the fire department, a jointly developed profile of a firefighter inspires commitment to the profile. 4) Research indicate that precise but challenging goals led to greater output than simple and less intriguing goals. The sole responsibility of a fire fighter is to save property and lives of individuals. 5) Feedback and performance are indispensable tools for the accomplishment of objectives and task performance enhancement. For effective working relation fire fighters must ensure proper communication channels from the top management to subordinates.

METHODS USED BY ORGANIZATIONS TO EMBED THEIR CULTURE. 1. Organizational leaders should communicate their culture to their employee, by providing clear and concise fire fire prevention mechanism that addresses and ensures community safety educating the community on the response to emergencies. 2. Organizational leaders should demonstrate their culture in every possible way making sure that the staff have acquired adequate training to handle a number of critical issues and emergencies which might occur at any time in a professional manner. 3. The interviewers should be able to hire and screen employees who can fit into the organizational culture. This will focus on the physical presence of an individual and their ability to respond to crisis. 4. Hold employees accountable for the culture and coach them on the ways to communicate that culture. In the fire department, every officer is responsible for his or her actions 5. The fire department should reward employees who demonstrate good organizational culture by recognizing them by putting up their pictures on walls and rewarding them as firefighter through certificates ,medals, monetary basis and promotions . MANAGEMENT OF LEADERSHIP WITHIN DIVERSE CULTURE

1) Acknowledgment of people's differences and recognizing them to be valuable to enhance sound management practices and prevention of discrimination and promotion of inclusiveness. 2) Specify the need for skills to work within a diverse environment in the job. 3) Ensure that maximum effort is enhanced recruiting a diverse pool of applicants. 4) Focus on the job requirements in the interview and assess experience as well as transferable skills such as analytical skills. 5) Ensure that everyone knows how to perform certain tasks without bias or stereotypes.

QUESTION THREE. It is ethical for every employee to focus on policies and rules while striving to meet the goals of the organization. An ethical culture is whereby the leaders and staff adhere to a code of ethics. Ethical behavior among employees who exhibit values and integrity that coincide with the company's code of ethics should be rewarded.
Considerations of an organization ethics upon treatment of its employees in an equitable and uniform manner , exercising social responsibility and running clean operations that portray integrity, compassion, and credibility. It is fair to contemplate an organization immoral, when it engages in practices such as corruption, tribalism, unequal treatment of employees and does not exercise social responsibility. An unethical culture is a scenario where leaders and staff do not adhere to a code of ethics. The discipline measure for such employees is by either firing them or suspending them from their duties.
These beliefs have enabled people to make informed choices that are favorable to clients as well as employees. It allows one to create a healthy working environment where diversity is considered a strength rather than an issue. It has also enabled us to retain employees who are experienced and knowledgeable.

REFERENCES. 1. Barr, R.C., and JM.Eversole. The fire chiefs Handbook, 6th ed. Tulsa, OK: PennWell Fire Engineering. 2. Buckman, John M, III. Chief fire officers desk reference Sudbury, MA: Jones and Bartlett Publishers 3. Carter, Harry R., and Erwin Rausch. Management in the fire service, 3rd ed. Quincy, MA: National Fire Protection Association, 1999. 4. Granito, John, Ed. Managing fire services, 3rd ed. Washington, D.C.: International City Management association, 2002. 5. Cote, A.E., Ed. Fire protection handbook, 19th ed. Quincy, MA: National Fire protection, Association 2003. 6. National Fire Protection Association. Fire and life safety inspection manual 8th ed. Quincy, MA: National fire protection association, 2002.